Increasingly, human resources departments are utilizing powerful metrics to determine the productivity of companies’ workforces. A relatively new concept, the application of metrics to an employee base is surprisingly effective not only in developing a clear picture of current performance levels, but also enhancing performance in the workplace. That’s because once they are held directly accountable for their output levels, employees are more likely to produce results more effectively.
But how, exactly, are metrics to be used? Interestingly, quantifying the results of employees’ efforts comes from a system that everybody is quite familiar with – academic grade. In addition to grades, the scorecard has come into prominence in the human resources sector only after it was proven to be effective in providing accurate numbers for company performance.
Now, in the workplace, metrics evaluation tools that have typically assigned to the accounting and overall management endeavors have had great success in their recent application to human resources departments.
By utilizing both rating and ranking systems, a human resources team can determine the metrics of employee performance through simple arithmetic. The tricky part of the process begins when deciding what, exactly to begin measuring.
That’s why the scorecard system includes a wide variety of features that extend far beyond the over-simplified input-output model. Indeed, when considering that human resources deals with the business of people, the equation naturally becomes a bit more complex.
So while one of the key measurements in the metrics evaluation process includes productivity as a function of training – for example, how much return on investment one can get from an employee after 6 months of training – there are other factors to consider. One of these happens to involve the pace at which an employee acquires the knowledge and skills necessary for the workplace. If an employee with no prior industry experience can quickly excel to the level of a five-year veteran, then such a metric should not be overlooked.
Article By : http://www.hrvillage.com/human-resources/
Monday, August 6, 2007
Performance Management: Useful Metrics for Evaluating Employee Performance
Increasingly, human resources departments are utilizing powerful metrics to determine the productivity of companies’ workforces. A relatively new concept, the application of metrics to an employee base is surprisingly effective not only in developing a clear picture of current performance levels, but also enhancing performance in the workplace. That’s because once they are held directly accountable for their output levels, employees are more likely to produce results more effectively.
But how, exactly, are metrics to be used? Interestingly, quantifying the results of employees’ efforts comes from a system that everybody is quite familiar with – academic grade. In addition to grades, the scorecard has come into prominence in the human resources sector only after it was proven to be effective in providing accurate numbers for company performance.
Now, in the workplace, metrics evaluation tools that have typically assigned to the accounting and overall management endeavors have had great success in their recent application to human resources departments.
By utilizing both rating and ranking systems, a human resources team can determine the metrics of employee performance through simple arithmetic. The tricky part of the process begins when deciding what, exactly to begin measuring.
That’s why the scorecard system includes a wide variety of features that extend far beyond the over-simplified input-output model. Indeed, when considering that human resources deals with the business of people, the equation naturally becomes a bit more complex.
So while one of the key measurements in the metrics evaluation process includes productivity as a function of training – for example, how much return on investment one can get from an employee after 6 months of training – there are other factors to consider. One of these happens to involve the pace at which an employee acquires the knowledge and skills necessary for the workplace. If an employee with no prior industry experience can quickly excel to the level of a five-year veteran, then such a metric should not be overlooked.
Article by : http://www.hrvillage.com/human-resources
But how, exactly, are metrics to be used? Interestingly, quantifying the results of employees’ efforts comes from a system that everybody is quite familiar with – academic grade. In addition to grades, the scorecard has come into prominence in the human resources sector only after it was proven to be effective in providing accurate numbers for company performance.
Now, in the workplace, metrics evaluation tools that have typically assigned to the accounting and overall management endeavors have had great success in their recent application to human resources departments.
By utilizing both rating and ranking systems, a human resources team can determine the metrics of employee performance through simple arithmetic. The tricky part of the process begins when deciding what, exactly to begin measuring.
That’s why the scorecard system includes a wide variety of features that extend far beyond the over-simplified input-output model. Indeed, when considering that human resources deals with the business of people, the equation naturally becomes a bit more complex.
So while one of the key measurements in the metrics evaluation process includes productivity as a function of training – for example, how much return on investment one can get from an employee after 6 months of training – there are other factors to consider. One of these happens to involve the pace at which an employee acquires the knowledge and skills necessary for the workplace. If an employee with no prior industry experience can quickly excel to the level of a five-year veteran, then such a metric should not be overlooked.
Article by : http://www.hrvillage.com/human-resources
Elements of an employee handbook: What you should include in an employee handbook
An employee handbook is a vital tool for an effective human resources strategy. Not only does it provide a clear list of guidelines for employees in all stations, but it also demonstrates a high level of professionalism – a feature that is frequently relied upon in the human resources skill set.
Fortunately, designing a handbook for employees is a fairly straightforward process. Done right, it can be made a lasting document – a bible of sorts – that undergoes regular updates while maintaining a consistent, authoritative message throughout its life.
When searching for pertinent topics to include in the employee handbook, think of how to serve the workforce best while maximizing productivity. The best employee handbooks include material that offers:
· orientation for new employees
· reference for veteran workers
A complete employee hand book will make it clear in the first few pages – as well as the last few pages – that the book is by no means a contract. Often it is advisable to have a lawyer write this part of the manual. Make it clear that it is instead a general outline of company policy and procedure. Indeed, in the next few pages you will want to describe in simple yet comprehensive language all of the company’s requirement and rules – as well as the way things are generally done around the workplace.
At this point in the employee manual, it is a good idea to reward the reader (i.e. the employee) by listing all the benefits that can be expected for one who works at the company. Couple this with a description of how the company proactively seeks the maximum benefit for each and every employee through programs, policies, and other approaches that are designed to engender a trusting relationship between the employer and the employees.
Also be sure to include a guide to termination policy. Clearly explain what behaviors can bring about what types of enforcement, and the series of steps that will be taken to fire an employee if need be.
In order to show that the company is well aware of and in accordance of the law, it is highly recommended that the employee handbook include the government’s equal opportunity notices as well as a concise run-down of local and state laws that cover topics such as maternity leave, sexual harassment, disability insurance, workers compensation and other pertinent topics.
A well-crafted employee manual will also include a detachable page at the end for the employee to sign as an acknowledgement of receipt. This not only helps to make sure that the handbook actually gets read, but it also provides the workforce with a sense of responsibility – each employee is now a part of the process.
Article by : http://www.hrvillage.com/human-resources
Fortunately, designing a handbook for employees is a fairly straightforward process. Done right, it can be made a lasting document – a bible of sorts – that undergoes regular updates while maintaining a consistent, authoritative message throughout its life.
When searching for pertinent topics to include in the employee handbook, think of how to serve the workforce best while maximizing productivity. The best employee handbooks include material that offers:
· orientation for new employees
· reference for veteran workers
A complete employee hand book will make it clear in the first few pages – as well as the last few pages – that the book is by no means a contract. Often it is advisable to have a lawyer write this part of the manual. Make it clear that it is instead a general outline of company policy and procedure. Indeed, in the next few pages you will want to describe in simple yet comprehensive language all of the company’s requirement and rules – as well as the way things are generally done around the workplace.
At this point in the employee manual, it is a good idea to reward the reader (i.e. the employee) by listing all the benefits that can be expected for one who works at the company. Couple this with a description of how the company proactively seeks the maximum benefit for each and every employee through programs, policies, and other approaches that are designed to engender a trusting relationship between the employer and the employees.
Also be sure to include a guide to termination policy. Clearly explain what behaviors can bring about what types of enforcement, and the series of steps that will be taken to fire an employee if need be.
In order to show that the company is well aware of and in accordance of the law, it is highly recommended that the employee handbook include the government’s equal opportunity notices as well as a concise run-down of local and state laws that cover topics such as maternity leave, sexual harassment, disability insurance, workers compensation and other pertinent topics.
A well-crafted employee manual will also include a detachable page at the end for the employee to sign as an acknowledgement of receipt. This not only helps to make sure that the handbook actually gets read, but it also provides the workforce with a sense of responsibility – each employee is now a part of the process.
Article by : http://www.hrvillage.com/human-resources
Advanced Human Resource Management
Managing employees through effective communication during a period of change
A top priority for managing corporate change is carried out through effective employee communication. Whether companies are consolidating their departments, downsizing their workforce or undergoing a corporate merger, sticking to an effective and results-based message creation strategy can help to ensure the smooth and successful transitioning from one point to another.
The best practices for employee communication are rooted in good leadership, precise goals and clear methods of carrying out these goals. With this in mind, it is important to align the employees’ goals with those of the business during a time of change. By providing a well-communicated plan of action that details workforce requirements from beginning to end, employees will clearly understand their roles throughout an entire course of change.
One of the more important features of a well-executed employee communication plan involves specifically targeting the audience?or audiences?in question. While many companies exhaust all their resources on creating an enterprise-wide message that generally explains the change about to occur (or sometimes, as it is occurring), it is far more important to tailor an instructional feed of communication to the individual departments within a company.
The best features to include in this targeted employee communication include:
Achievable goals
Timeline for completion
Detailed benefits
Guided participation
By providing the right list of objectives - along with the best ways to go about accomplishing them - human resources management is able to complete one of the most important steps in clearly communicating change to employees. Not only will employees be prepared for the change, but also they will know precisely what their roles are in it.
In order to make sure these objectives are carried out on time, an active calendar for their completion is crucial to the progress of the change. As always, clear detailing of the benefits provided to employees for their efficient participation in the change is essential. Often these benefits can be presented through an in-depth explanation of the increased ease of job function and productivity that is to be gained by successful participation.
Perhaps the most important feature of successful employee communication is the emphasis on the importance of each employee. This is especially true in the case of a corporate merger, where all too often the acquiring company’s communication to the workforce of the company being acquired is poorly planned.
Indeed, badly-communicated change can lead to ill will and resentment among the employee base of the acquired company, a situation which has the potential to derail the entire operation.
Case Study : Merger with poor communication of the change management process
Take, for instance, a recent California merger that collapsed in 2003 due to a poorly-managed human resources plan. How did this happen?
Looking back, the most of the failure can be ascribed to one important factor: bad management/employee communication. What it lacked was the required level of sensitivity needed to successfully integrate the employees of the company that was being acquired. These employees ended up receiving the distinct impression that there was a bias against them. This was in part due to the dictatorial nature of the acquiring company’s message, which resulted in minimizing incentive to help participate in the merger as a whole.
Not only did the bad employee communication come across in the official memos and broad-based messages, but? even more importantly?it was manifested on an individual basis. Team leaders of the acquired company were often sidelined by those of the acquiring firm, and their input was routinely left unacknowledged.
Not surprisingly, investors were quick to catch word of the ill will and resentment spreading through the workforce. In this particularly devastating case of poor human resources management, the deficient strategy caused a steep devaluation in the share prices of the combined firms. This drop was so severe that in 2004 a smaller competitor was easily able to buy them both up.
Article by : http://www.hrvillage.com/human-resources
A top priority for managing corporate change is carried out through effective employee communication. Whether companies are consolidating their departments, downsizing their workforce or undergoing a corporate merger, sticking to an effective and results-based message creation strategy can help to ensure the smooth and successful transitioning from one point to another.
The best practices for employee communication are rooted in good leadership, precise goals and clear methods of carrying out these goals. With this in mind, it is important to align the employees’ goals with those of the business during a time of change. By providing a well-communicated plan of action that details workforce requirements from beginning to end, employees will clearly understand their roles throughout an entire course of change.
One of the more important features of a well-executed employee communication plan involves specifically targeting the audience?or audiences?in question. While many companies exhaust all their resources on creating an enterprise-wide message that generally explains the change about to occur (or sometimes, as it is occurring), it is far more important to tailor an instructional feed of communication to the individual departments within a company.
The best features to include in this targeted employee communication include:
Achievable goals
Timeline for completion
Detailed benefits
Guided participation
By providing the right list of objectives - along with the best ways to go about accomplishing them - human resources management is able to complete one of the most important steps in clearly communicating change to employees. Not only will employees be prepared for the change, but also they will know precisely what their roles are in it.
In order to make sure these objectives are carried out on time, an active calendar for their completion is crucial to the progress of the change. As always, clear detailing of the benefits provided to employees for their efficient participation in the change is essential. Often these benefits can be presented through an in-depth explanation of the increased ease of job function and productivity that is to be gained by successful participation.
Perhaps the most important feature of successful employee communication is the emphasis on the importance of each employee. This is especially true in the case of a corporate merger, where all too often the acquiring company’s communication to the workforce of the company being acquired is poorly planned.
Indeed, badly-communicated change can lead to ill will and resentment among the employee base of the acquired company, a situation which has the potential to derail the entire operation.
Case Study : Merger with poor communication of the change management process
Take, for instance, a recent California merger that collapsed in 2003 due to a poorly-managed human resources plan. How did this happen?
Looking back, the most of the failure can be ascribed to one important factor: bad management/employee communication. What it lacked was the required level of sensitivity needed to successfully integrate the employees of the company that was being acquired. These employees ended up receiving the distinct impression that there was a bias against them. This was in part due to the dictatorial nature of the acquiring company’s message, which resulted in minimizing incentive to help participate in the merger as a whole.
Not only did the bad employee communication come across in the official memos and broad-based messages, but? even more importantly?it was manifested on an individual basis. Team leaders of the acquired company were often sidelined by those of the acquiring firm, and their input was routinely left unacknowledged.
Not surprisingly, investors were quick to catch word of the ill will and resentment spreading through the workforce. In this particularly devastating case of poor human resources management, the deficient strategy caused a steep devaluation in the share prices of the combined firms. This drop was so severe that in 2004 a smaller competitor was easily able to buy them both up.
Article by : http://www.hrvillage.com/human-resources
Time & Attendance
Enterprise time tracking solutions address tracking and accounting for employee hours and wages by cost center, employment function or department while giving management the ability to measure and track labor efficiency metrics. Here are the metrics you should be using to evaluate a comprehensive time & attendance software package:
Overtime and time off
One of the most fundamental aspects to the creation and implementation of an effective leave time and overtime tracking system involves the ability to effectively reduce costs through the reduced amount of time calculation required of managers and supervisors throughout the company. In other words, while it is easy for overtime and leave time benefits accrual to be misreported in a system that does not utilize advanced time and attendance tracking software, the right solutions will provide automation which can tangibly reduce management’s time spent monitoring by hours every day. This way, time and attendance software automatically monitors employees’ accordance with pre-established rules for time off and overtime limits.
Worforce analytics
Reigning in the labor expenses incurred by operations requires the development of a real-time view of how these operations actually unfold, which parts of the available workforce are really needed and when they are needed. With the right time and attendance tracking software, both the hours of work involved as well as the number of employees and independent consultants that are needed, can be dramatically reduced. This cost saving measure is provided by the efficiency of calculation that would be otherwise virtually impossible without the right software.
Payroll Export Function
One highly necessary feature to the right time tracking software should be the inclusion of an module that will export the time data to the appropriate system that handles payroll, benefits tracking, and most importantly, to those modules that handle efficiency analytics. Mapping the organization by payroll will open up a vast world of understanding how the cost of labor is benefitting the company, and help see areas for improvement.
Vacation and holiday time
While managing the vacation schedules for an extensive workforce is a complex task that can be managed only by the right time and attendance software, the automation of vacation schedules for an international workforce should also be a key metric that the software buyer looks for. That’s because the different customs of globally based employees and their respective vacation time requirements should be accurately accounted for in the software that is selected.
Reports
While key metrics to be delivered by the chosen time and attendance software should include tracking, the collection of data and the assurance of approval facilitation and compliance with rules, there is also another feature that must be sought after by those responsible for choosing this type of software.
This is found in the reporting and analysis of all the created data. This function is highly necessary for setting short-term and long-term goals based on past performance metrics as applied to the time and attendance decisions that were carried out. For instance, when one team spends a certain amount of time on a given project, the measured productivity can be compared to that of another team given a different project. Factored into the analysis should be the time taken off by each team member as well as the overtime used.
Such a report should be able to produce the advanced charting metrics with which a management team can interactively plan ahead by dealing with areas of concern before they arise.
Tracking projects
Key features for enterprises which seek to track their employee's time and attendance include the following:
Automated assignment of work
Team member collaboration
Manager-level dashboards
Executive-level dashboards
Indicators of project health
Integration between various project tracking applications
Automatic timesheet data coordinated to project schedule updates
employee scheduling
Worforce analytics
Labor distribution metrics
Automation of attendance policy rules
Employee benefit tracking
Easy export to external payroll systems
Article by : http://www.hrvillage.com/human-resources
Overtime and time off
One of the most fundamental aspects to the creation and implementation of an effective leave time and overtime tracking system involves the ability to effectively reduce costs through the reduced amount of time calculation required of managers and supervisors throughout the company. In other words, while it is easy for overtime and leave time benefits accrual to be misreported in a system that does not utilize advanced time and attendance tracking software, the right solutions will provide automation which can tangibly reduce management’s time spent monitoring by hours every day. This way, time and attendance software automatically monitors employees’ accordance with pre-established rules for time off and overtime limits.
Worforce analytics
Reigning in the labor expenses incurred by operations requires the development of a real-time view of how these operations actually unfold, which parts of the available workforce are really needed and when they are needed. With the right time and attendance tracking software, both the hours of work involved as well as the number of employees and independent consultants that are needed, can be dramatically reduced. This cost saving measure is provided by the efficiency of calculation that would be otherwise virtually impossible without the right software.
Payroll Export Function
One highly necessary feature to the right time tracking software should be the inclusion of an module that will export the time data to the appropriate system that handles payroll, benefits tracking, and most importantly, to those modules that handle efficiency analytics. Mapping the organization by payroll will open up a vast world of understanding how the cost of labor is benefitting the company, and help see areas for improvement.
Vacation and holiday time
While managing the vacation schedules for an extensive workforce is a complex task that can be managed only by the right time and attendance software, the automation of vacation schedules for an international workforce should also be a key metric that the software buyer looks for. That’s because the different customs of globally based employees and their respective vacation time requirements should be accurately accounted for in the software that is selected.
Reports
While key metrics to be delivered by the chosen time and attendance software should include tracking, the collection of data and the assurance of approval facilitation and compliance with rules, there is also another feature that must be sought after by those responsible for choosing this type of software.
This is found in the reporting and analysis of all the created data. This function is highly necessary for setting short-term and long-term goals based on past performance metrics as applied to the time and attendance decisions that were carried out. For instance, when one team spends a certain amount of time on a given project, the measured productivity can be compared to that of another team given a different project. Factored into the analysis should be the time taken off by each team member as well as the overtime used.
Such a report should be able to produce the advanced charting metrics with which a management team can interactively plan ahead by dealing with areas of concern before they arise.
Tracking projects
Key features for enterprises which seek to track their employee's time and attendance include the following:
Automated assignment of work
Team member collaboration
Manager-level dashboards
Executive-level dashboards
Indicators of project health
Integration between various project tracking applications
Automatic timesheet data coordinated to project schedule updates
employee scheduling
Worforce analytics
Labor distribution metrics
Automation of attendance policy rules
Employee benefit tracking
Easy export to external payroll systems
Article by : http://www.hrvillage.com/human-resources
The Work Environment and Employee Productivity
Creating a work environment in which employees are productive is essential to increased profits for your organization, corporation or small business. Principles of management that dictate how, exactly, to maximize employee productivity center around two major areas of focus: personal motivation and the infrastructure of the work environment
One of the key factors in leveraging human resources to produce the most is found through motivational incentives. While the most obvious incentive for increasing employee productivity is often thought to be based on salary and promotions, this is not always the case. In fact, recent thought on the true nature of optimal human resource management has concluded that in a large number of cases, salary has less to do with motivation than do other important factors.
What are these factors that influence employee productivity?
To begin with, it is important to recognize the truly human element in workplace relations. Step back and think for a moment—what makes people work harder? Is pay the strongest motivating force in the workplace?
Many experts have noted that workers while on the job do not produce more simply because they are being paid more. After all, it is not expected that employees will constantly calculate the monetary value of every action they perform. Workers, for instance, do not keep a record of how much they earn every time they send out an email, approve a document or complete some other task. It’s just not human nature.
How to motivate employees
What motivates good employees is the ability to see projects through to their completion. While the actual process of monitoring this flow may be the specific task of one employee—a project manager—it is important for this employee to, in turn, recognize that every employee involved in the workflow should be able to see the finished product once it is complete, and gain an understanding of his or her importance in the project as a whole.
In addition, a motivating work environment must be one in which employees are treated fairly. No matter what level of input a particular worker has in relation to the business processes as a whole, it is essential for a manager to give each employee a sense of playing a dynamic, integral role in something much larger. Indeed, engendering loyalty is a key element of motivating workers and thereby increasing the overall productivity of operations.
The power of praise
One important tool for motivating employees is praise. Effective project managers must learn how to cultivate this powerful method of worker motivation. While oftentimes largely ignored by managers in the workplace, this can be an extremely useful method of giving an individual worker a sense of worth in relation to the actual work being done. Praise has, in countless examples, been shown to dramatically increase productivity.
Setting Goals
In addition to praise, another important factor includes setting goals that correspond to the actual work being done. Realistic objectives are able to ensure that timeliness and work quality combine, and that the employee can still feel ready for the next project once the original one has been completed.
Disciplinary guidelines in the workplace
Creating disciplinary guidelines is also instrumental to fostering a work environment that is productive. After all, motivation doesn’t always have to be positive. If workers are not faced with consequences for poor performance, then productivity margins can easily shrink at a devastating rate. While everybody’s worse fear is that they will lose their job, one of a manager’s worst fears is that he or she will lose valuable talent. Instead of letting employees go who might potentially turn around and perform well under the right conditions, a manager must be creative when it comes to finding other ways to penalize workers who bring down productivity.
Generally, however, the value of consequences is not found in implementing them, but in establishing them so that the behaviors that would ultimately require their implementation simply don’t arise. It should also be mentioned that a manager will want to focus his or her workers primarily on positive reinforcement. Creating a system of tangible rewards is fundamental to
The office environment
In addition to a healthy level of communication and personal motivation in the workplace, the actual physical layout of an office is extremely important when it comes to maximizing productivity. While many managers and business owners choose to suffice with a certain minimum level of office accessories, they may be ignoring what can amount to a major obstacle on the path to increasing employee productivity.
Make sure that quality employees are given a workspace that they can call their own. Whether it’s an office, cubicle or even a desk in open space, there should be a high level of importance place on helping workers foster a sense of “place” in your company. Along with this place, office managers should ensure that equipment is ergonometric and sound.
Indeed, it has been found that a productive work environment requires management that is able to positively motivate its employees in an infrastructure that is amenable to employees’ needs.
LINK : http://www.hrvillage.com/human-resources
One of the key factors in leveraging human resources to produce the most is found through motivational incentives. While the most obvious incentive for increasing employee productivity is often thought to be based on salary and promotions, this is not always the case. In fact, recent thought on the true nature of optimal human resource management has concluded that in a large number of cases, salary has less to do with motivation than do other important factors.
What are these factors that influence employee productivity?
To begin with, it is important to recognize the truly human element in workplace relations. Step back and think for a moment—what makes people work harder? Is pay the strongest motivating force in the workplace?
Many experts have noted that workers while on the job do not produce more simply because they are being paid more. After all, it is not expected that employees will constantly calculate the monetary value of every action they perform. Workers, for instance, do not keep a record of how much they earn every time they send out an email, approve a document or complete some other task. It’s just not human nature.
How to motivate employees
What motivates good employees is the ability to see projects through to their completion. While the actual process of monitoring this flow may be the specific task of one employee—a project manager—it is important for this employee to, in turn, recognize that every employee involved in the workflow should be able to see the finished product once it is complete, and gain an understanding of his or her importance in the project as a whole.
In addition, a motivating work environment must be one in which employees are treated fairly. No matter what level of input a particular worker has in relation to the business processes as a whole, it is essential for a manager to give each employee a sense of playing a dynamic, integral role in something much larger. Indeed, engendering loyalty is a key element of motivating workers and thereby increasing the overall productivity of operations.
The power of praise
One important tool for motivating employees is praise. Effective project managers must learn how to cultivate this powerful method of worker motivation. While oftentimes largely ignored by managers in the workplace, this can be an extremely useful method of giving an individual worker a sense of worth in relation to the actual work being done. Praise has, in countless examples, been shown to dramatically increase productivity.
Setting Goals
In addition to praise, another important factor includes setting goals that correspond to the actual work being done. Realistic objectives are able to ensure that timeliness and work quality combine, and that the employee can still feel ready for the next project once the original one has been completed.
Disciplinary guidelines in the workplace
Creating disciplinary guidelines is also instrumental to fostering a work environment that is productive. After all, motivation doesn’t always have to be positive. If workers are not faced with consequences for poor performance, then productivity margins can easily shrink at a devastating rate. While everybody’s worse fear is that they will lose their job, one of a manager’s worst fears is that he or she will lose valuable talent. Instead of letting employees go who might potentially turn around and perform well under the right conditions, a manager must be creative when it comes to finding other ways to penalize workers who bring down productivity.
Generally, however, the value of consequences is not found in implementing them, but in establishing them so that the behaviors that would ultimately require their implementation simply don’t arise. It should also be mentioned that a manager will want to focus his or her workers primarily on positive reinforcement. Creating a system of tangible rewards is fundamental to
The office environment
In addition to a healthy level of communication and personal motivation in the workplace, the actual physical layout of an office is extremely important when it comes to maximizing productivity. While many managers and business owners choose to suffice with a certain minimum level of office accessories, they may be ignoring what can amount to a major obstacle on the path to increasing employee productivity.
Make sure that quality employees are given a workspace that they can call their own. Whether it’s an office, cubicle or even a desk in open space, there should be a high level of importance place on helping workers foster a sense of “place” in your company. Along with this place, office managers should ensure that equipment is ergonometric and sound.
Indeed, it has been found that a productive work environment requires management that is able to positively motivate its employees in an infrastructure that is amenable to employees’ needs.
LINK : http://www.hrvillage.com/human-resources
Interviewing and Selecting High Performers: A Guide to Effective Hiring
or any business owner or employer who has been faced with the exciting process their company’s growth and expansion, hiring highly productive employees is one of the most fundamental components of effectively seeing this process through. For human resources managers and professionals who are well-versed in recruiting and hiring talent for a businesses’ workforce, it is often found that hiring is one of the most complex, fundamental—and oftentimes rewarding—tasks that they face.
No matter how new one is to the process of hiring, or how experienced a human resources professional is, everyone will agree that hiring is not something to take lightly, and that there is always more to learn about this highly involved process that, if done right, can dramatically increase the overall profits of the enterprise involved.
Indeed, the productivity and efficacy of a workforce can really determine the ability of a company to bring in the needed revenue for good profit making. In fact, the caliber of a company’s employee base is so important that it can either guide the business toward amazing success or, unfortunately, lead a business into ruin. A workforce is really that important. And in today’s business environment, one in which a skilled labor pool is increasingly fluid and hard to retain, it is becoming more and more important for human resources professionals to effectively manage a hiring process which will carry their company toward success.
Employee selection
In the study of hiring, experts have come up with three pressing areas of focus that can be applied across nearly every industry wherein a strong and productive workforce is required. Initially, it is important to develop an effective strategy for interviewing job applicants, one which is carried out fluidly and professionally upon every encounter with prospective employees. After the interview stage, it is necessary to develop a metric based system of evaluating employees. Lastly, the decision-making process for finalizing a new hire must be done thoughtfully, and involve the input of coworkers and trusted colleagues. This article discusses all three stages of the hiring process in detail below:
The Interview Process
Successfully interviewing the individuals who will compose your company’s talent base is a skill that requires practice and finesse. That said, it is not far from the reach of anyone motivated by the prospect of heralding in a workforce that will really bring a company to its maximum profit potential. One of the most important aspects of the interview process to remember is that you, the interviewer, is representing the company and providing that crucial “first impression” which is usually thought of as a worry designated only for the interviewee.
Therefore, it is important to prepare in advance and have a set of well thought out interview questions. It may even help to assume a somewhat stern, commanding persona that indicates an exacting sort of professionalism. After all, the appearance of authority should not scare off talented recruits, but rather instill a sense of appreciation for the value of the company, and the direction in which it is headed. Indeed, it is important that well qualified recruits are attracted to the job, and the interview is the most critical phase for prospective employees who are making such a decision.
In addition to the person-to-person encounter, the entire process should involve an organized and consistent approach among members of the human resources team as well as the various heads of the departments in which prospective employees will be working. Clear objectives held together by a mutually respected timeline with which the various interviewers are able to effectively coordinate make for a successful interview process.
Metrics for Evaluating Job Candidates
One of the primary functions of any thoughtful interview process is the collection of raw data. No matter what the number of employees being interviewed, human resources coordinators should ultimately be able to rank the outcome of each interview, along with other data, as a scalable result that either excels or falls below desired expectations. Along with the interview, however, employers should look at references, past jobs held, demonstrated skills and levels of education. Finding the right software or system of calculation is invaluable to a system of candidate evaluation metrics that will actually provide results for employers.
Yet even with the most precise candidate evaluation metrics, human resources management continues to confabulate employers with that uniquely human touch involved in any successful process of selection. Therefore, while metrics provide an invaluable tool, it is important not to rely completely upon them completely—remember to note down and take into account the interviewers’ report of each interviewee’s performance.
Choosing a Job Candidate
Making the final decision on who to hire and who not to hire should be a fairly straightforward process, provided that the system of interviews and the evaluation of the candidates’ metrics is done properly. Yet even during this phase there is no real “plug-in-the-numbers” step that will provide the overly simplistic and mechanistic solution secretly dreamed of by many employers. Rather, it is crucial here to, as a final step in the candidate hiring, to not only turn to the references provided by the prospective employees, but also to make sure that everyone on the team in which the employee will be working is involved in the process. Coworkers and trusted colleagues must be consulted and, ideally, reach a general consensus of acceptance in order for such a well rounded workforce to achieve maximum productivity.
Link : http://www.hrvillage.com/human-resources/
No matter how new one is to the process of hiring, or how experienced a human resources professional is, everyone will agree that hiring is not something to take lightly, and that there is always more to learn about this highly involved process that, if done right, can dramatically increase the overall profits of the enterprise involved.
Indeed, the productivity and efficacy of a workforce can really determine the ability of a company to bring in the needed revenue for good profit making. In fact, the caliber of a company’s employee base is so important that it can either guide the business toward amazing success or, unfortunately, lead a business into ruin. A workforce is really that important. And in today’s business environment, one in which a skilled labor pool is increasingly fluid and hard to retain, it is becoming more and more important for human resources professionals to effectively manage a hiring process which will carry their company toward success.
Employee selection
In the study of hiring, experts have come up with three pressing areas of focus that can be applied across nearly every industry wherein a strong and productive workforce is required. Initially, it is important to develop an effective strategy for interviewing job applicants, one which is carried out fluidly and professionally upon every encounter with prospective employees. After the interview stage, it is necessary to develop a metric based system of evaluating employees. Lastly, the decision-making process for finalizing a new hire must be done thoughtfully, and involve the input of coworkers and trusted colleagues. This article discusses all three stages of the hiring process in detail below:
The Interview Process
Successfully interviewing the individuals who will compose your company’s talent base is a skill that requires practice and finesse. That said, it is not far from the reach of anyone motivated by the prospect of heralding in a workforce that will really bring a company to its maximum profit potential. One of the most important aspects of the interview process to remember is that you, the interviewer, is representing the company and providing that crucial “first impression” which is usually thought of as a worry designated only for the interviewee.
Therefore, it is important to prepare in advance and have a set of well thought out interview questions. It may even help to assume a somewhat stern, commanding persona that indicates an exacting sort of professionalism. After all, the appearance of authority should not scare off talented recruits, but rather instill a sense of appreciation for the value of the company, and the direction in which it is headed. Indeed, it is important that well qualified recruits are attracted to the job, and the interview is the most critical phase for prospective employees who are making such a decision.
In addition to the person-to-person encounter, the entire process should involve an organized and consistent approach among members of the human resources team as well as the various heads of the departments in which prospective employees will be working. Clear objectives held together by a mutually respected timeline with which the various interviewers are able to effectively coordinate make for a successful interview process.
Metrics for Evaluating Job Candidates
One of the primary functions of any thoughtful interview process is the collection of raw data. No matter what the number of employees being interviewed, human resources coordinators should ultimately be able to rank the outcome of each interview, along with other data, as a scalable result that either excels or falls below desired expectations. Along with the interview, however, employers should look at references, past jobs held, demonstrated skills and levels of education. Finding the right software or system of calculation is invaluable to a system of candidate evaluation metrics that will actually provide results for employers.
Yet even with the most precise candidate evaluation metrics, human resources management continues to confabulate employers with that uniquely human touch involved in any successful process of selection. Therefore, while metrics provide an invaluable tool, it is important not to rely completely upon them completely—remember to note down and take into account the interviewers’ report of each interviewee’s performance.
Choosing a Job Candidate
Making the final decision on who to hire and who not to hire should be a fairly straightforward process, provided that the system of interviews and the evaluation of the candidates’ metrics is done properly. Yet even during this phase there is no real “plug-in-the-numbers” step that will provide the overly simplistic and mechanistic solution secretly dreamed of by many employers. Rather, it is crucial here to, as a final step in the candidate hiring, to not only turn to the references provided by the prospective employees, but also to make sure that everyone on the team in which the employee will be working is involved in the process. Coworkers and trusted colleagues must be consulted and, ideally, reach a general consensus of acceptance in order for such a well rounded workforce to achieve maximum productivity.
Link : http://www.hrvillage.com/human-resources/
HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals
With a rapidly evolving economy, increasingly technological workplace and incredibly fluid labor pool across a wide range of industries in today’s global economy, the management of human resources has become a bourgeoning enterprise in and of itself. And as with any new and popular phenomenon, a lot of folks have decided to write books about it. Year after year now, an inordinate number of “how to” guides have come out professing to be the “final word” on how to effectively manage a company’s human resources.
Thankfully, it hasn’t yet quite gotten to the point in which these books line grocery store express lane check out lanes alongside publications heralding the infamous and otherwise-unnoticed mishaps of famous celebrities. Indeed, publishers’ craze for cheap books on HR management is almost as bad as the psychological self-help frenzy of a few years ago, and the end is nowhere near in sight.
Fortunately, there’s one writer who has actually managed to cut through all the nonsense. In The HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals, author Shawn A. Smith presents insightful argumentation and practical advice for business leaders and managers of HR departments who are or have been heading up the highly involved task of hiring, firing and generally managing a workforce.
Really, this book is like a breath of fresh air, considering the unseemly amount of useless HR pulp circulating through the shelves these days. Its get-down-to-basics, hands-on approach makes it easy for the reader to understand the often complex and highly detailed process of human resources management, from the very beginning to the very end of the entire process. What’s the first step in developing a strong and productive workforce? It’s hiring—and from page one The HR Answer Book is there to answer your questions.
And when reading the HR Answer Book, it’s easy to feel that sometimes certain issues are looked at in a manner you may not have considered before, which creates a sense of discovery. While the first chapter on hiring does go much more in depth than other books, readers of the HR Answer Book might still be struck by a certain level of simplicity and directness to the approach. Indeed, upon reading this book it could be easy to feel that something is missing were it not for the rigorous logic of the text and the examples from experience that laid out the ideas in action. Interestingly, however, there’s nothing missing out. Having read countless HR management guides, textbooks, theory books and more, I have found that The HR Answer Book is a precise and effective primer on the way to get things done—not how to spend hours stroking your chin and contemplating everything that you might end up not needing to know after all.
Indeed, The HR Answer Book is designed for business leaders and human resources professionals who are eager to see change happen now. And if this book were an instructional video, it would need to be a twenty part series on PBS and still only touch on the topics compared to the depth in which the ideas are explained within this book. The mere act of reading this HR guide is enough to increase one’s energy to make a positive change in the work flow, and while it’s a total page turner, it’s also hard not to get up, drive to the office, and start implementing the changes. If you happen to be reading The HR Answer Book on a Sunday, take notes instead.
After the concise instruction on how to recruit and hire employees, The HR Management Book lays out the groundwork for how to set up a clear and well-communicated list of policies that both management and the workforce can refer to throughout the course of employees’ tenure with a company. From there, readers will be able to learn about performance management and the effective use of reviews and metrics as part of an overall scheme for evaluating and improving workforce productivity.
Of course, worker performance appraisal is useless when it’s not coupled with effective training and development, and finding out the right way to keep employees—and keep them happy—is essential to a vital and productive employee base. That’s why Chapter 4 “Training and Development: How do Successful Companies Improve and Enhance Workforce Skills” and Chapter 5 “Employee Relations and Retention: How Do I Keep Good Employees and Maintain Working Relationships at All Levels” elucidate the importance of solidifying an effective approach to workforce management.
With so much good advice so concisely and effectively written, one would think it would be difficult to keep up the momentum in subsequent chapters (I like to call them “lessons”). Yet the spell isn’t broken as we head into Chapter 6, titled “Compensation: How Should Employees Be Paid?” (Yes, I was wondering when you would ask…). Indeed, this is perhaps one of the most pressing questions to face anyone involved in running a business or heading up a human resources department. Little known to many business leaders, however, is the fact that salaries are not always the maker or breaker of the job deal. Increasingly, HR professionals are realizing that work environment, benefits and other factors play a major role in the decision making process for highly skilled talent. The looming specter of salary negotiations and price wars needn’t eclipse other essential parts of an effective hiring strategy.
Yet doing away with the myth of a salary’s relatively inflated importance is best enacted by a clear understanding of how to go about addressing the compensation issue head on. That’s why Chapter 6 is an essential part of this book: it highlights the need for clarity, efficiency and a straightforward approach to employee compensation in a manner that is easy to follow for any individual assigned to the task of human resources management.
Once you put this book down, it will be easy to understand why The HR Answer Book is much more than simply a pamphlet containing a few practical suggestions—take them or leave them—about HR management theory. No. Rather, it is most effectively read as a step- by-step guide to implementing results-oriented workforce development and management processes in real time—without any of the jargon.
Indeed, the lack of pretentiousness is really one of the most refreshing qualities of this book. After reading each chapter, the reader is able to feel like he or she could simply step into the office and take charge of hiring, firing, managing tasks, increasing revenues—whatever the “lesson of the day” that The HR Answer Book provides can easily and practically be carried out by anyone intelligent enough to follow the simple instructions. We highly recommend this book, it belongs on the desk of every HR professional. Buy it now.
LINK : http://www.hrvillage.com/human-resources
Thankfully, it hasn’t yet quite gotten to the point in which these books line grocery store express lane check out lanes alongside publications heralding the infamous and otherwise-unnoticed mishaps of famous celebrities. Indeed, publishers’ craze for cheap books on HR management is almost as bad as the psychological self-help frenzy of a few years ago, and the end is nowhere near in sight.
Fortunately, there’s one writer who has actually managed to cut through all the nonsense. In The HR Answer Book: An Indispensable Guide for Managers and Human Resources Professionals, author Shawn A. Smith presents insightful argumentation and practical advice for business leaders and managers of HR departments who are or have been heading up the highly involved task of hiring, firing and generally managing a workforce.
Really, this book is like a breath of fresh air, considering the unseemly amount of useless HR pulp circulating through the shelves these days. Its get-down-to-basics, hands-on approach makes it easy for the reader to understand the often complex and highly detailed process of human resources management, from the very beginning to the very end of the entire process. What’s the first step in developing a strong and productive workforce? It’s hiring—and from page one The HR Answer Book is there to answer your questions.
And when reading the HR Answer Book, it’s easy to feel that sometimes certain issues are looked at in a manner you may not have considered before, which creates a sense of discovery. While the first chapter on hiring does go much more in depth than other books, readers of the HR Answer Book might still be struck by a certain level of simplicity and directness to the approach. Indeed, upon reading this book it could be easy to feel that something is missing were it not for the rigorous logic of the text and the examples from experience that laid out the ideas in action. Interestingly, however, there’s nothing missing out. Having read countless HR management guides, textbooks, theory books and more, I have found that The HR Answer Book is a precise and effective primer on the way to get things done—not how to spend hours stroking your chin and contemplating everything that you might end up not needing to know after all.
Indeed, The HR Answer Book is designed for business leaders and human resources professionals who are eager to see change happen now. And if this book were an instructional video, it would need to be a twenty part series on PBS and still only touch on the topics compared to the depth in which the ideas are explained within this book. The mere act of reading this HR guide is enough to increase one’s energy to make a positive change in the work flow, and while it’s a total page turner, it’s also hard not to get up, drive to the office, and start implementing the changes. If you happen to be reading The HR Answer Book on a Sunday, take notes instead.
After the concise instruction on how to recruit and hire employees, The HR Management Book lays out the groundwork for how to set up a clear and well-communicated list of policies that both management and the workforce can refer to throughout the course of employees’ tenure with a company. From there, readers will be able to learn about performance management and the effective use of reviews and metrics as part of an overall scheme for evaluating and improving workforce productivity.
Of course, worker performance appraisal is useless when it’s not coupled with effective training and development, and finding out the right way to keep employees—and keep them happy—is essential to a vital and productive employee base. That’s why Chapter 4 “Training and Development: How do Successful Companies Improve and Enhance Workforce Skills” and Chapter 5 “Employee Relations and Retention: How Do I Keep Good Employees and Maintain Working Relationships at All Levels” elucidate the importance of solidifying an effective approach to workforce management.
With so much good advice so concisely and effectively written, one would think it would be difficult to keep up the momentum in subsequent chapters (I like to call them “lessons”). Yet the spell isn’t broken as we head into Chapter 6, titled “Compensation: How Should Employees Be Paid?” (Yes, I was wondering when you would ask…). Indeed, this is perhaps one of the most pressing questions to face anyone involved in running a business or heading up a human resources department. Little known to many business leaders, however, is the fact that salaries are not always the maker or breaker of the job deal. Increasingly, HR professionals are realizing that work environment, benefits and other factors play a major role in the decision making process for highly skilled talent. The looming specter of salary negotiations and price wars needn’t eclipse other essential parts of an effective hiring strategy.
Yet doing away with the myth of a salary’s relatively inflated importance is best enacted by a clear understanding of how to go about addressing the compensation issue head on. That’s why Chapter 6 is an essential part of this book: it highlights the need for clarity, efficiency and a straightforward approach to employee compensation in a manner that is easy to follow for any individual assigned to the task of human resources management.
Once you put this book down, it will be easy to understand why The HR Answer Book is much more than simply a pamphlet containing a few practical suggestions—take them or leave them—about HR management theory. No. Rather, it is most effectively read as a step- by-step guide to implementing results-oriented workforce development and management processes in real time—without any of the jargon.
Indeed, the lack of pretentiousness is really one of the most refreshing qualities of this book. After reading each chapter, the reader is able to feel like he or she could simply step into the office and take charge of hiring, firing, managing tasks, increasing revenues—whatever the “lesson of the day” that The HR Answer Book provides can easily and practically be carried out by anyone intelligent enough to follow the simple instructions. We highly recommend this book, it belongs on the desk of every HR professional. Buy it now.
LINK : http://www.hrvillage.com/human-resources
Executive Recruiting
The field of executive recruiting requires an understanding of the importance of the employment opportunities being filled. Indeed, finding the right leadership is essential to the health of a business or corporation, and without applying the proper strategy to an executive recruiting campaign—without attracting the right leaders, that is—an organization could face a wide range of management dilemmas in both short term and long term scenarios.
That’s why human resources specialists have taken to closely studying the unique requirements of recruiting the top talent for executive positions. Defining the necessary approach to executive recruiting is a multi-staged process in which begins by mapping out the playing field.
Understanding the Executive Recruiting Scenario
Today, the market is nothing less than fierce when it comes to recruiting the most talented applicants for top executive positions. That’s because leading companies are already to begin locking into tight struggles, a set of virtual tug-of-wars for those who are most qualified to head of positions as directors, managers and chief officers.
Fortunately, the study of human capital management and human resources has helped professionals in these fields to formulate a useful set of approaches towaqrd recruiting executives that are proving to be extraordinarily successful. By applying an effective series of practices and methodologies to the recruitment effort, it is very likely that a company can beat out competing firms and reel in the best.
One of the first rules in the application of effective executive recruiting is simply this: be creative. While ingenuity may not have always been one of the top qualifications for a recruiter of executives, it is a definite priority today. Creative solutions oftentimes involve looking for executives within the very ranks of the company itself. After all, why not bring on board those who already know the ropes?
Executive Recruiting Firms
Contracting the services of an executive recruiting firm is a crucial step in the hiring strategy for many successful businesses throughout the corporate United States and other countries. While in-house human resources may be the alternative option for many companies, still more are finding out that a professional executive recruiting firm is oftentimes much better prepared for the challenges involved in this type of recruitment campaign.
Indeed, the area of executive recruiting has become fiercely competitive in recent years, and this has made it extremely difficult to attain and retain the right executive management personnel. Hiring the services of an recruitment firm not only streamlines the workflow for existing businesses by allowing a corporation to outsource this process, but it also provides a strong solution for the demands on creativity that recruiting the top management executives exacts.
Benefits of outsourcing an executive recruitment campaign
One of the foremost features of an executive recruiting firm is found in the application of a creative methodology to the recruiting strategy. With leading companies in all industries fighting tooth and nail for the best talent, it takes a shrewd and precise approach when it comes to actually winning over the best applicants. The executive recruitment process can also involve a lot of looking in unusual places—such as the company itself—for potential talent that can be fostered and then placed into management roles.
Apart from employing the consulting services of a recruiting firm in order to bring in the best executive talent, it is highly important to recognize that a wide range of factors must already be in place within the company or corporation itself in order to effectively make the sale. The work environment must be inviting, the salary must be competitive, the benefits as well and the overall public image of the business must be thriving and positive.
When these factors are in place, the work of a firm that recruits executives not only is easier, but it is ultimately more effective in pulling in the best.
LINK : http://www.hrvillage.com/human-resources/
That’s why human resources specialists have taken to closely studying the unique requirements of recruiting the top talent for executive positions. Defining the necessary approach to executive recruiting is a multi-staged process in which begins by mapping out the playing field.
Understanding the Executive Recruiting Scenario
Today, the market is nothing less than fierce when it comes to recruiting the most talented applicants for top executive positions. That’s because leading companies are already to begin locking into tight struggles, a set of virtual tug-of-wars for those who are most qualified to head of positions as directors, managers and chief officers.
Fortunately, the study of human capital management and human resources has helped professionals in these fields to formulate a useful set of approaches towaqrd recruiting executives that are proving to be extraordinarily successful. By applying an effective series of practices and methodologies to the recruitment effort, it is very likely that a company can beat out competing firms and reel in the best.
One of the first rules in the application of effective executive recruiting is simply this: be creative. While ingenuity may not have always been one of the top qualifications for a recruiter of executives, it is a definite priority today. Creative solutions oftentimes involve looking for executives within the very ranks of the company itself. After all, why not bring on board those who already know the ropes?
Executive Recruiting Firms
Contracting the services of an executive recruiting firm is a crucial step in the hiring strategy for many successful businesses throughout the corporate United States and other countries. While in-house human resources may be the alternative option for many companies, still more are finding out that a professional executive recruiting firm is oftentimes much better prepared for the challenges involved in this type of recruitment campaign.
Indeed, the area of executive recruiting has become fiercely competitive in recent years, and this has made it extremely difficult to attain and retain the right executive management personnel. Hiring the services of an recruitment firm not only streamlines the workflow for existing businesses by allowing a corporation to outsource this process, but it also provides a strong solution for the demands on creativity that recruiting the top management executives exacts.
Benefits of outsourcing an executive recruitment campaign
One of the foremost features of an executive recruiting firm is found in the application of a creative methodology to the recruiting strategy. With leading companies in all industries fighting tooth and nail for the best talent, it takes a shrewd and precise approach when it comes to actually winning over the best applicants. The executive recruitment process can also involve a lot of looking in unusual places—such as the company itself—for potential talent that can be fostered and then placed into management roles.
Apart from employing the consulting services of a recruiting firm in order to bring in the best executive talent, it is highly important to recognize that a wide range of factors must already be in place within the company or corporation itself in order to effectively make the sale. The work environment must be inviting, the salary must be competitive, the benefits as well and the overall public image of the business must be thriving and positive.
When these factors are in place, the work of a firm that recruits executives not only is easier, but it is ultimately more effective in pulling in the best.
LINK : http://www.hrvillage.com/human-resources/
Recruiting Software
When it comes to managing human resources, one of the most important tasks is recruiting the most talented employees. That’s why it’s necessary to implement an effective employee recruiting strategy that fully utilizes the following proven techniques, in conjunction with software that is designed to streamline the recruitment process
First, figure out who it is you want working for your company. All too often, companies set out on an executive search without even realizing what they’re looking for. Don’t make this mistake. Outline a list of metrics that pinpoint the skills and qualifications needed, and match those up to applicants recruited. Software that is specialized in the recruitment process is ideal for helping you to effectively identify the ideal job candidate.
Leverage Software for Recruiting on the Internet
Once a model for the target management executive of your company’s open position(s) has been established, the recruiting process can begin. In today’s age of information, the Internet is fundamental in finding the right talent. Not only are an increasing number of potential recruits logging on to look for jobs, but, for many high-tech industries, it is often the right kind of applicant that searches in this way.
Recruiting software allows you to integrate with an online jobs portal so that prospective employees can input their information and have it instantly processed and vetted by the software using sophisticated algorithms. Especially in larger enterprises where the corporation is inundated with employment applications, having an efficient software solution that can sit between your website and your human resources database is the most effective strategy.
The Internet can be used in two ways. First, establishing an easy-access applicant portal on your company website allows recruits to pour into your database. Casting a wide net out onto other job discovery sites throughout the Internet is also an essential recruiting practice.
Focus on Multiple Recruitment Strategies
While the Internet is extremely useful, other strategies should be utilized as well. Recruiters and headhunters are a widely-used and highly effective resource for located and recruiting the best talent. Yet if you have a large enterprise, it may ultimately prove more cost effective and efficient to have a headhunter-in-a-box, which is to say, to look into purchasing an enterprise class recruitment solution, of which you could go with a hosted solution (which will save time and money in implementation and training), or with a less expensive on the front end software solution. It all depends on how much you want to keep in house, and how strong your IT department is at training key personnel. Indeed, it's been observed that many organizations do not fully realize all the cost savings available in their software programs solely because of a lack of training.
While these active pursuit techniques are crucial to any successful employee recruiting effort, it should also be noted that the company must make sure to brand itself as a good place to work. In addition to managing the workforce in such a way that positive word-of-mouth employee referral spreads, a company should launch an extensive PR campaign in order to brand the organization as, simply, the best.
LINK: http://www.hrvillage.com/human-resources/
First, figure out who it is you want working for your company. All too often, companies set out on an executive search without even realizing what they’re looking for. Don’t make this mistake. Outline a list of metrics that pinpoint the skills and qualifications needed, and match those up to applicants recruited. Software that is specialized in the recruitment process is ideal for helping you to effectively identify the ideal job candidate.
Leverage Software for Recruiting on the Internet
Once a model for the target management executive of your company’s open position(s) has been established, the recruiting process can begin. In today’s age of information, the Internet is fundamental in finding the right talent. Not only are an increasing number of potential recruits logging on to look for jobs, but, for many high-tech industries, it is often the right kind of applicant that searches in this way.
Recruiting software allows you to integrate with an online jobs portal so that prospective employees can input their information and have it instantly processed and vetted by the software using sophisticated algorithms. Especially in larger enterprises where the corporation is inundated with employment applications, having an efficient software solution that can sit between your website and your human resources database is the most effective strategy.
The Internet can be used in two ways. First, establishing an easy-access applicant portal on your company website allows recruits to pour into your database. Casting a wide net out onto other job discovery sites throughout the Internet is also an essential recruiting practice.
Focus on Multiple Recruitment Strategies
While the Internet is extremely useful, other strategies should be utilized as well. Recruiters and headhunters are a widely-used and highly effective resource for located and recruiting the best talent. Yet if you have a large enterprise, it may ultimately prove more cost effective and efficient to have a headhunter-in-a-box, which is to say, to look into purchasing an enterprise class recruitment solution, of which you could go with a hosted solution (which will save time and money in implementation and training), or with a less expensive on the front end software solution. It all depends on how much you want to keep in house, and how strong your IT department is at training key personnel. Indeed, it's been observed that many organizations do not fully realize all the cost savings available in their software programs solely because of a lack of training.
While these active pursuit techniques are crucial to any successful employee recruiting effort, it should also be noted that the company must make sure to brand itself as a good place to work. In addition to managing the workforce in such a way that positive word-of-mouth employee referral spreads, a company should launch an extensive PR campaign in order to brand the organization as, simply, the best.
LINK: http://www.hrvillage.com/human-resources/
Motivating Employees From Afar
Today more and more supervisors are given the task of supervising employees who they rarely see face-to-face. These employees may be working at home, in different states, or sometimes even in different countries.
Luckily, when a supervisor is given the task of supervising remote employees, those employees usually are fairly autonomous and self-sufficient; therefore, they are not likely to require a supervisor monitoring their every move. However, remote employees still require the same amount of motivation as office employees, and in some cases even more than what office employees require.
Tips for motivating remote employees:
1.) Out-of-sight should not be out-of-mind. Yes, this tip is obvious; however, it is the one that most supervisors adopt when supervising remote employees. Supervisors should not forget that remote employees should be teleconferenced in during staff meetings, team meetings, and goal setting meetings. You may also want to consider placing pictures of your remote employees in your office or cube so you and other employees will remember them.
2.) Remote employees should not be declassified as UNIMPORTANT PEOPLE because they do not come into the office. A supervisor of a remote employee should frequently ask for his or her opinions, and they should champion his or her opinions with their coworkers.
3.) Allow remote employees to built friendships with the office workers and other remote workers by using the telephone, e-mail, or by using a company based Internet chat-room. Remember, if you want "sticky" remote employees; allow them to build friendships with the other employees in the company.
4.) Short-term goals work best for your remote employees, and long-terms goals work best for your office employees. It is okay for office employees to have long-term goals because they frequently receive informal short-term feedback while accomplishing their long-term goals. However, remote employees frequently do not receive the same informal feedback; therefore, by setting up short-term goals it will force you to provide them with the positive feedback to keep them motivated.
5.) Communicate value to your remote employees by helping them understand how their work adds to the overall success of the company. Office employees require less "value" communication because they can see what they are creating, while remote employees can usually only see their own work.
6.) Build company loyalty with your remote employees by sending out coffee cups, hats, and shirts with emblazon with your company's logo. Instead of sending out your remote employee's paycheck in a plain white envelope, stick it inside a logo emblazon coffee cup in a nicely wrap gift box.
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
Luckily, when a supervisor is given the task of supervising remote employees, those employees usually are fairly autonomous and self-sufficient; therefore, they are not likely to require a supervisor monitoring their every move. However, remote employees still require the same amount of motivation as office employees, and in some cases even more than what office employees require.
Tips for motivating remote employees:
1.) Out-of-sight should not be out-of-mind. Yes, this tip is obvious; however, it is the one that most supervisors adopt when supervising remote employees. Supervisors should not forget that remote employees should be teleconferenced in during staff meetings, team meetings, and goal setting meetings. You may also want to consider placing pictures of your remote employees in your office or cube so you and other employees will remember them.
2.) Remote employees should not be declassified as UNIMPORTANT PEOPLE because they do not come into the office. A supervisor of a remote employee should frequently ask for his or her opinions, and they should champion his or her opinions with their coworkers.
3.) Allow remote employees to built friendships with the office workers and other remote workers by using the telephone, e-mail, or by using a company based Internet chat-room. Remember, if you want "sticky" remote employees; allow them to build friendships with the other employees in the company.
4.) Short-term goals work best for your remote employees, and long-terms goals work best for your office employees. It is okay for office employees to have long-term goals because they frequently receive informal short-term feedback while accomplishing their long-term goals. However, remote employees frequently do not receive the same informal feedback; therefore, by setting up short-term goals it will force you to provide them with the positive feedback to keep them motivated.
5.) Communicate value to your remote employees by helping them understand how their work adds to the overall success of the company. Office employees require less "value" communication because they can see what they are creating, while remote employees can usually only see their own work.
6.) Build company loyalty with your remote employees by sending out coffee cups, hats, and shirts with emblazon with your company's logo. Instead of sending out your remote employee's paycheck in a plain white envelope, stick it inside a logo emblazon coffee cup in a nicely wrap gift box.
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
The Art of Employee Procrastination
Procrastination zaps employee motivation when it interrupts workflow. One characteristic of motivated employees is their ability to move from one task to another with ease and without long delays or "stall-time" between tasks. Employees who easily move from task to task are known as having "flow."
Procrastination stops employees from moving from task to task and therefore it stops their flow. Procrastination undermines flow because it causes the employee to stall between tasks in order to focus on their negative emotions.
Managers and supervisors can help employees overcome their procrastination stalls. In order to help employees, it is important that supervisors understand that procrastination is a behavior that is caused by negative feelings and negative thoughts. The negative emotions that lead to procrastination include fear, anger, and hopelessness. The negative thoughts that lead to procrastination include perfectionist thinking, last-minute-crisis thinking, and denial thinking.
A supervisor, who notices that an employee is constantly late with his or her tasks, should check to see if the employee is procrastinating. Simply ask the employee if he or she sometimes postpones starting their projects or tasks, until it is too late to complete the type of high quality work that is expected within the organization. Some employees will have logical excuses for being late, e.g., they depend on other employees to get their work done or they were out ill. However, unless the employee can provide a logical explanation, it is fairly safe to suspect that procrastination is the cause.
Once the employee admits that procrastination is the cause or part of the cause of their poor work performance, a supervisor's next step is to discover the negative feeling and/or thought causing procrastination to develop and hinder the employee's workflow.
Procrastination can be caused by negative feelings:
1.) Fear: An employee fears that a negative outcome will occur if they engage in a task; therefore, the employee avoids engaging in the task. Since most fear is unfounded and irrational, a manager can help reassure the employee that they will not be blamed for the negative outcome that he or she is worrying about.
2.) Anger: An employee is resentful that he or she was given the task or project to complete; therefore, he or she rebels by delaying the task. In this situation, the supervisor should provide the employee with a choice in how they complete the task or project; thereby, reducing the amount of rebellion.
3.) Hopelessness: An employee is hopeless when they feel they are in a lose-lose situation. Here the employee may feel that they will lose if they complete the task, and they will lose if they do not complete the task or project. This employee is truly stuck between no two good options. Supervisors can help employees by coaching them on the best alternatives, and what future wins may occur down the road for the employee.
Procrastination can be caused by negative thoughts:
1.) Perfectionist Thinking: This employee's thinking tells him or her that the project or task he or she is completing must be absolutely perfect or the conditions must be perfect before the task or project can be completed perfectly. A supervisor can help an employee with this type of procrastination by coaching an employee about the balance between efficiency and quality. Also, that high quality work does not mean the work must be completely free of minuet errors.
2.) Last-minute-crisis Thinking: These employees believe that they work best under crisis; therefore, they delay projects or task in order to perform under pressure. This thinking may work well for some, but if the employee works in a team-it will drive their teammates crazy. A supervisor can help this employee by coaching him or her that last-minute-crisis thinking creates crisis for their coworkers even if it makes them productive at the last minute.
3.) Denial Thinking: These employees believe that they do not really need to complete the task or project given to them in the allotted time. Perhaps this employee is so bogged down in other work that they cannot think about another task until they are more caught up. A supervisor can help employees procrastinating due to denial by offering time management training.
Read more about procrastination and see a list of excellent books on the topic at: Procrastination in the Workplace.
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
Procrastination stops employees from moving from task to task and therefore it stops their flow. Procrastination undermines flow because it causes the employee to stall between tasks in order to focus on their negative emotions.
Managers and supervisors can help employees overcome their procrastination stalls. In order to help employees, it is important that supervisors understand that procrastination is a behavior that is caused by negative feelings and negative thoughts. The negative emotions that lead to procrastination include fear, anger, and hopelessness. The negative thoughts that lead to procrastination include perfectionist thinking, last-minute-crisis thinking, and denial thinking.
A supervisor, who notices that an employee is constantly late with his or her tasks, should check to see if the employee is procrastinating. Simply ask the employee if he or she sometimes postpones starting their projects or tasks, until it is too late to complete the type of high quality work that is expected within the organization. Some employees will have logical excuses for being late, e.g., they depend on other employees to get their work done or they were out ill. However, unless the employee can provide a logical explanation, it is fairly safe to suspect that procrastination is the cause.
Once the employee admits that procrastination is the cause or part of the cause of their poor work performance, a supervisor's next step is to discover the negative feeling and/or thought causing procrastination to develop and hinder the employee's workflow.
Procrastination can be caused by negative feelings:
1.) Fear: An employee fears that a negative outcome will occur if they engage in a task; therefore, the employee avoids engaging in the task. Since most fear is unfounded and irrational, a manager can help reassure the employee that they will not be blamed for the negative outcome that he or she is worrying about.
2.) Anger: An employee is resentful that he or she was given the task or project to complete; therefore, he or she rebels by delaying the task. In this situation, the supervisor should provide the employee with a choice in how they complete the task or project; thereby, reducing the amount of rebellion.
3.) Hopelessness: An employee is hopeless when they feel they are in a lose-lose situation. Here the employee may feel that they will lose if they complete the task, and they will lose if they do not complete the task or project. This employee is truly stuck between no two good options. Supervisors can help employees by coaching them on the best alternatives, and what future wins may occur down the road for the employee.
Procrastination can be caused by negative thoughts:
1.) Perfectionist Thinking: This employee's thinking tells him or her that the project or task he or she is completing must be absolutely perfect or the conditions must be perfect before the task or project can be completed perfectly. A supervisor can help an employee with this type of procrastination by coaching an employee about the balance between efficiency and quality. Also, that high quality work does not mean the work must be completely free of minuet errors.
2.) Last-minute-crisis Thinking: These employees believe that they work best under crisis; therefore, they delay projects or task in order to perform under pressure. This thinking may work well for some, but if the employee works in a team-it will drive their teammates crazy. A supervisor can help this employee by coaching him or her that last-minute-crisis thinking creates crisis for their coworkers even if it makes them productive at the last minute.
3.) Denial Thinking: These employees believe that they do not really need to complete the task or project given to them in the allotted time. Perhaps this employee is so bogged down in other work that they cannot think about another task until they are more caught up. A supervisor can help employees procrastinating due to denial by offering time management training.
Read more about procrastination and see a list of excellent books on the topic at: Procrastination in the Workplace.
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
Just-In-Time Employee Motivation
Employees respond best to informal and timely recognition of their efforts. Therefore, a manager who allows special moments to go unnoticed is missing prime opportunities to motivate their employees.
Listed below are employee recognition ideas that are simple, easy to utilize, and provide targeted recognition.
1.) Create recognition business cards (RB-cards) to give after an employee completes a difficult project, achieves his/her goals, or after an employee receives special acknowledgement from a customer or coworker. RB-cards are simply a business size card that you carry with you at work. RB-cards can be either elaborately or simply designed. What is important to have on them is a blank space where you write the employee's name, an area where you can write down the specific behavior being recognized, and a pre-printed statement telling the employee to bring the RB-card to their next performance review.
2.) Create recognition memos on gold paper. A recognition memo is similar to the RB-card. It also has a blank space to fill-in the employee's name, specific behavior being recognized, and a pre-printed statement telling the employee to bring the memo to their next performance review. However, the recognition memo is read and signed by the CEO and all relevant department managers. The key to making recognition memos a successful motivational tool is to have all signers sign the memo within 48-72 hours. A recognition memo that takes 3-4 weeks to get to an employee is no longer useful to producing additional employee motivation.
3.) Create an employee "freedom" card. An employee freedom card allows an employee to take a certain amount of time off of work, usually 1-2 hours, at their leisure. The employee freedom card works best with salaried employees who have a certain degree of freedom over their work schedules. It also works best when given to an employee who has just completed a difficult work project that required him/her to put in long work hours. Similar to the RB-card, the freedom card has a blank area to write the employee's name, a blank space to record the specific behavior being recognized, and a time limit in which the employee needs to take their time off, usually within one or two weeks. The employee is not allowed to save up freedom cards. The point of the freedom card is to allow the employee to take a couple hours off work to help them recharge their batteries and to lower their stress levels. The manager should tell the employee, "In order to recognize your hard work, I would like for you to take a couple of hours off, on company time, in order to relax and recharge yourself."
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
Listed below are employee recognition ideas that are simple, easy to utilize, and provide targeted recognition.
1.) Create recognition business cards (RB-cards) to give after an employee completes a difficult project, achieves his/her goals, or after an employee receives special acknowledgement from a customer or coworker. RB-cards are simply a business size card that you carry with you at work. RB-cards can be either elaborately or simply designed. What is important to have on them is a blank space where you write the employee's name, an area where you can write down the specific behavior being recognized, and a pre-printed statement telling the employee to bring the RB-card to their next performance review.
2.) Create recognition memos on gold paper. A recognition memo is similar to the RB-card. It also has a blank space to fill-in the employee's name, specific behavior being recognized, and a pre-printed statement telling the employee to bring the memo to their next performance review. However, the recognition memo is read and signed by the CEO and all relevant department managers. The key to making recognition memos a successful motivational tool is to have all signers sign the memo within 48-72 hours. A recognition memo that takes 3-4 weeks to get to an employee is no longer useful to producing additional employee motivation.
3.) Create an employee "freedom" card. An employee freedom card allows an employee to take a certain amount of time off of work, usually 1-2 hours, at their leisure. The employee freedom card works best with salaried employees who have a certain degree of freedom over their work schedules. It also works best when given to an employee who has just completed a difficult work project that required him/her to put in long work hours. Similar to the RB-card, the freedom card has a blank area to write the employee's name, a blank space to record the specific behavior being recognized, and a time limit in which the employee needs to take their time off, usually within one or two weeks. The employee is not allowed to save up freedom cards. The point of the freedom card is to allow the employee to take a couple hours off work to help them recharge their batteries and to lower their stress levels. The manager should tell the employee, "In order to recognize your hard work, I would like for you to take a couple of hours off, on company time, in order to relax and recharge yourself."
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
Self Motivation: "No passion, no self-motivation."
The key to successful self-motivation is in hiring the right type of inner-coach.
In order to help you hire the right type of inner-coach; there are five inner-coach qualities your should look for prior to hiring. If you hire an inner-coach who does not have these five qualities, you are only likely to destroy any self-motivation you presently have.
An inner-coach needs to incorporate the following qualities.
1.) Hire an inner-coach who can help you define your goals. If you do not know what you want, you will not have any achievement or success in your life. Also, look for an inner-coach who is interested in helping you define your goals and not the goals of your parents, society, or any other person.
2.) Hire an inner-coach who can break down your goal(s) into small components. If your goal is to start your own business, you will first need to set a number of smaller goals until your main goal is achieved. The general rule of thumb to follow is not to set any small goal that cannot be achieved within two weeks.
Here is a good interview question to ask a candidate you are considering hiring as your inner-coach. "Is it a good idea to set small goals that take a month or longer to complete?" A good inner-coach will tell you that if your small goal takes over a month to complete, it is not a small goal and it therefore needs to be broke down into smaller components.
3.) Hire an inner-coach who can help you remove the following words from your vocabulary: "should," "ought," "must," and "guilt." Why these words? If the goal you set is something you really want to achieve, you will not need to tell yourself you "should," "ought," or "must" do it. People who have achieved self-motivation achieve their goals because they have passion. Passion is the "emotional-gas" you have to help you achieve all your smaller goals and eventually your main goal(s). No passion, no self-motivation.
A good inner-coach also helps you to remove the word "guilt" from your vocabulary. Why should you not feel guilty about achieving your passion? Because your passion is your life. Achieving your true passion is on the same level as breathing, and you don't feel guilt about using up oxygen do you?
If you think that if you follow your passion you will take too much time away from your family, it is time to prioritize your priorities. Let go of less important priorities so you can spend more time with your family at the same time you achieve your goal(s).
4.) Hire an inner-coach who can help you not listen to the "nay-sayers," but encourages you to seek out the advice and wisdom form people who have achieved the goal(s) you are interested in achieving.
5.) Hire an inner coach who does not criticize effort, blame you for failures, or who encourages you to give up when the going gets tuff. A good inner-coach will help you to turn failures into learning experiences. Remember that failure is a perquisite before true success can be achieved.
Are you interested in hiring an inner-coach? Where can you find a qualified inner-coach to interview and possibly hire? Is there a certification board or inner-coach school that you can call to obtain a list? No, there is no inner-coach university.
The best inner-coach to hire is YOU! You are the best inner-coach you can hire because who else knows your dream goals better than you do. Unfortunately, we all have a number of types of inner-coaches within us, and not all are there to help meeting our dream goal(s). Therefore, you will need to only listen to the advice of the inner-coach who can meet the five qualities that I have outlined, and fire any inner-coach who can't cut-it.
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
In order to help you hire the right type of inner-coach; there are five inner-coach qualities your should look for prior to hiring. If you hire an inner-coach who does not have these five qualities, you are only likely to destroy any self-motivation you presently have.
An inner-coach needs to incorporate the following qualities.
1.) Hire an inner-coach who can help you define your goals. If you do not know what you want, you will not have any achievement or success in your life. Also, look for an inner-coach who is interested in helping you define your goals and not the goals of your parents, society, or any other person.
2.) Hire an inner-coach who can break down your goal(s) into small components. If your goal is to start your own business, you will first need to set a number of smaller goals until your main goal is achieved. The general rule of thumb to follow is not to set any small goal that cannot be achieved within two weeks.
Here is a good interview question to ask a candidate you are considering hiring as your inner-coach. "Is it a good idea to set small goals that take a month or longer to complete?" A good inner-coach will tell you that if your small goal takes over a month to complete, it is not a small goal and it therefore needs to be broke down into smaller components.
3.) Hire an inner-coach who can help you remove the following words from your vocabulary: "should," "ought," "must," and "guilt." Why these words? If the goal you set is something you really want to achieve, you will not need to tell yourself you "should," "ought," or "must" do it. People who have achieved self-motivation achieve their goals because they have passion. Passion is the "emotional-gas" you have to help you achieve all your smaller goals and eventually your main goal(s). No passion, no self-motivation.
A good inner-coach also helps you to remove the word "guilt" from your vocabulary. Why should you not feel guilty about achieving your passion? Because your passion is your life. Achieving your true passion is on the same level as breathing, and you don't feel guilt about using up oxygen do you?
If you think that if you follow your passion you will take too much time away from your family, it is time to prioritize your priorities. Let go of less important priorities so you can spend more time with your family at the same time you achieve your goal(s).
4.) Hire an inner-coach who can help you not listen to the "nay-sayers," but encourages you to seek out the advice and wisdom form people who have achieved the goal(s) you are interested in achieving.
5.) Hire an inner coach who does not criticize effort, blame you for failures, or who encourages you to give up when the going gets tuff. A good inner-coach will help you to turn failures into learning experiences. Remember that failure is a perquisite before true success can be achieved.
Are you interested in hiring an inner-coach? Where can you find a qualified inner-coach to interview and possibly hire? Is there a certification board or inner-coach school that you can call to obtain a list? No, there is no inner-coach university.
The best inner-coach to hire is YOU! You are the best inner-coach you can hire because who else knows your dream goals better than you do. Unfortunately, we all have a number of types of inner-coaches within us, and not all are there to help meeting our dream goal(s). Therefore, you will need to only listen to the advice of the inner-coach who can meet the five qualities that I have outlined, and fire any inner-coach who can't cut-it.
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
How to Give Worthwhile and Effective Praise
For Supervisors/Managers:
I.) Praise with purpose: The purpose of praise, at work, is to increase employee morale and employee productivity. The purpose is not to get employees to like you, or to make the employee with a bad haircut feel better. Praise is not the same as a compliment. Telling an employee that you like their Denver Bronco’s jacket is a compliment. Telling an employee that their skills at resolving customer complaints is a valuable asset to the company is praising effectively.
II.) Target your praise: Target your praise to specific accomplishments, and not to general work. It is better to say, “Mary, that presentation you made this morning was very helpful and informative.” vs. “Mary, you are a great employee to have around.” Praise helps reward the employee for hard work, and increases the chance that they will continue to make great presentations. Asking an employee for their input or feedback is another way to target your praise. When you ask an employee for their advice, you are praising their intelligence.
III.) Believe your praise: In order for praise to work you need to be sincere and honest about it. An employee can easily pick up phony praise, thus causing you to lose your credibility and the ability to motivate them in the future with praise.
IV.) Praise in proportion: Praising an employee too frequently waters down the effectiveness of your praise; on the other hand, praising too little is also ineffective. At a minimum praise each employee once a month. Certain employees may require more praise than other employees. Adolescents generally need more praise than adults, new employees need more praise than experienced employees, and employees lacking confidence require more praise.
V.) Praise in public and reprimand in private: If it does not embarrass the employee, a public method of praise is helpful to improve the morale of all the employees. A brief mention at a meeting, a note in a company newsletter, or a note to their supervisor are all methods of simple public praise.
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For Employees:
I.) Praise with purpose: The purpose of praising a manager is not to be a “brown-nose,” but to receive an honest and positive work performance review each year. Okay, a bonus would also be nice! A manager who feels good about you, is more likely to give you a good work performance review, more money, and may even overlook a minor screw-up.
II.) Target your praise: Be specific as possible with your praise, otherwise it will feel awkward to both you and your manager. It is better to say, “Thank you, for your helpful advice.” vs. “Gosh, you’re the best manager an employee could ever have.”
III.) Believe your praise: If the advice, feedback, or input from your manager has been helpful, that is the time to provide the praise. If you wait for these opportunities to provide your praise, it will come across as sincere and therefore believable.
IV.) Praise in proportion: Too much praise may come across as insincere or phony. Try to distribute your praise-giving throughout the whole year, and not just the week before your annual performance review.
V.) Praise in private: Public praise may make your manager or supervisor feel uncomfortable.
Happy Working,
Gary Vikesland, MA LP CEAP
I.) Praise with purpose: The purpose of praise, at work, is to increase employee morale and employee productivity. The purpose is not to get employees to like you, or to make the employee with a bad haircut feel better. Praise is not the same as a compliment. Telling an employee that you like their Denver Bronco’s jacket is a compliment. Telling an employee that their skills at resolving customer complaints is a valuable asset to the company is praising effectively.
II.) Target your praise: Target your praise to specific accomplishments, and not to general work. It is better to say, “Mary, that presentation you made this morning was very helpful and informative.” vs. “Mary, you are a great employee to have around.” Praise helps reward the employee for hard work, and increases the chance that they will continue to make great presentations. Asking an employee for their input or feedback is another way to target your praise. When you ask an employee for their advice, you are praising their intelligence.
III.) Believe your praise: In order for praise to work you need to be sincere and honest about it. An employee can easily pick up phony praise, thus causing you to lose your credibility and the ability to motivate them in the future with praise.
IV.) Praise in proportion: Praising an employee too frequently waters down the effectiveness of your praise; on the other hand, praising too little is also ineffective. At a minimum praise each employee once a month. Certain employees may require more praise than other employees. Adolescents generally need more praise than adults, new employees need more praise than experienced employees, and employees lacking confidence require more praise.
V.) Praise in public and reprimand in private: If it does not embarrass the employee, a public method of praise is helpful to improve the morale of all the employees. A brief mention at a meeting, a note in a company newsletter, or a note to their supervisor are all methods of simple public praise.
Top /
For Employees:
I.) Praise with purpose: The purpose of praising a manager is not to be a “brown-nose,” but to receive an honest and positive work performance review each year. Okay, a bonus would also be nice! A manager who feels good about you, is more likely to give you a good work performance review, more money, and may even overlook a minor screw-up.
II.) Target your praise: Be specific as possible with your praise, otherwise it will feel awkward to both you and your manager. It is better to say, “Thank you, for your helpful advice.” vs. “Gosh, you’re the best manager an employee could ever have.”
III.) Believe your praise: If the advice, feedback, or input from your manager has been helpful, that is the time to provide the praise. If you wait for these opportunities to provide your praise, it will come across as sincere and therefore believable.
IV.) Praise in proportion: Too much praise may come across as insincere or phony. Try to distribute your praise-giving throughout the whole year, and not just the week before your annual performance review.
V.) Praise in private: Public praise may make your manager or supervisor feel uncomfortable.
Happy Working,
Gary Vikesland, MA LP CEAP
Don't Praise Employees...Praise Their Work or Abilities
"I don't get it! If I tell an employee how well he did a certain work task, did I not just praise the employee?" No, what you did was praise the work done by the employee.
"What's the difference?"
When you praise an employee and not the work you are communicating to the employee that you value him or her as a person, instead of saying that you value a particular skill he or she possesses or the amount of hard work it took to get a certain job done. For example, Debbie is a salesperson who just signed up a new customer for your company. Now you have a choice, you can either tell Debbie that she is a great and terrific person, or you can tell Debbie that you appreciate all the hard work she did in order to sign-up the new customer.
"I still don't get it!"
When you praise Debbie as a person, you tell Debbie that she is a great person in all aspects of her work. She is great in sales, she is great at how she gets along with coworkers, and she is great in how she completes all the detailed paperwork that you require etc...etc... However, when you praise the work Debbie just did to secure a new customer, you praise Debbie on only one of her job duties, i.e., sales.
"Okay, I get the difference, but what's the big deal?"
A supervisor's job duties include being able to motivate and discipline employees. Overall, it is much easier to motivate an employee than to successfully discipline an employee. For instance, lets go back to the example of Debbie. In reality Debbie is really a mediocre salesperson who not only has poor sales numbers each month, but also comes to work late and tends to take long lunch breaks. Debbie's coworkers constantly complain about her lateness and are starting to wonder if you are favoring her over them. You see potential in Debbie to become a successful salesperson, but you know that unless she disciplines herself more she will only become a company liability.
What do you think will be easier? To talk with Debbie about her performance problems after you just indicated that she is a great and terrific person or after you just praised her work in obtaining a new customer. Not sure? Let's review the two options you could take with Debbie.
Option #1
As Debbie's supervisor, you told Debbie that she was a great and terrific person on Monday, and on Thursday you tell her that she must start to take shorter lunch breaks and come to work on time. Now what do you think Debbie's reaction will be? Most likely she will be completely dismayed and confounded about why you told her on Monday that she was terrific, and in a matter of few days, she is now a terrible person for coming to work late and taking too long at lunch. "Don't great and terrific employees get a few perks," says Debbie? Debbie is also likely to think that you are just another crazy boss from hell. After your unsuccessful discussion with Debbie, she becomes unmotivated, does not bring in another new customer for weeks, and calls in sick three days in a row. Eventually, she takes a job with another company after she has used up all her sick leave and vacation time.
Option #2
As Debbie's supervisor, you told Debbie on Monday that you saw how her persistence and sales skills successfully created a new customer for the company. On Thursday, you tell Debbie that even though she demonstrated high quality skills on Monday, she still has much to learn about how to use those skills consistently to bring up her sales numbers. You inform her that on Monday you saw the salesperson that she has the potential to become. Next, you tell Debbie that in order for her to develop her potential, she will need to make it to work on time and also to take the same amount of time on her lunch breaks as her coworkers. You tell Debbie that a successful employee not only has good sales numbers, but a successful employee is also a good team player. Lastly, you indicate that you are only giving a verbal warning at this time, and hope that she can use the same skills that allowed her to bring in a new customer account, to help herself come to work and return from lunch on time. Debbie accepts your statements and decides that she will work harder to come to work on time, take shorter lunch breaks, and improve her sales numbers.
In sum, it is best to praise an employee for either their hard work or a particular skill that led to a successful work outcome. Praising the employee for hard work or a particular skill, allows you to later discipline or point out areas of needed improvement without having the employee think you dislike them, as happens when you praise the person.
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
"What's the difference?"
When you praise an employee and not the work you are communicating to the employee that you value him or her as a person, instead of saying that you value a particular skill he or she possesses or the amount of hard work it took to get a certain job done. For example, Debbie is a salesperson who just signed up a new customer for your company. Now you have a choice, you can either tell Debbie that she is a great and terrific person, or you can tell Debbie that you appreciate all the hard work she did in order to sign-up the new customer.
"I still don't get it!"
When you praise Debbie as a person, you tell Debbie that she is a great person in all aspects of her work. She is great in sales, she is great at how she gets along with coworkers, and she is great in how she completes all the detailed paperwork that you require etc...etc... However, when you praise the work Debbie just did to secure a new customer, you praise Debbie on only one of her job duties, i.e., sales.
"Okay, I get the difference, but what's the big deal?"
A supervisor's job duties include being able to motivate and discipline employees. Overall, it is much easier to motivate an employee than to successfully discipline an employee. For instance, lets go back to the example of Debbie. In reality Debbie is really a mediocre salesperson who not only has poor sales numbers each month, but also comes to work late and tends to take long lunch breaks. Debbie's coworkers constantly complain about her lateness and are starting to wonder if you are favoring her over them. You see potential in Debbie to become a successful salesperson, but you know that unless she disciplines herself more she will only become a company liability.
What do you think will be easier? To talk with Debbie about her performance problems after you just indicated that she is a great and terrific person or after you just praised her work in obtaining a new customer. Not sure? Let's review the two options you could take with Debbie.
Option #1
As Debbie's supervisor, you told Debbie that she was a great and terrific person on Monday, and on Thursday you tell her that she must start to take shorter lunch breaks and come to work on time. Now what do you think Debbie's reaction will be? Most likely she will be completely dismayed and confounded about why you told her on Monday that she was terrific, and in a matter of few days, she is now a terrible person for coming to work late and taking too long at lunch. "Don't great and terrific employees get a few perks," says Debbie? Debbie is also likely to think that you are just another crazy boss from hell. After your unsuccessful discussion with Debbie, she becomes unmotivated, does not bring in another new customer for weeks, and calls in sick three days in a row. Eventually, she takes a job with another company after she has used up all her sick leave and vacation time.
Option #2
As Debbie's supervisor, you told Debbie on Monday that you saw how her persistence and sales skills successfully created a new customer for the company. On Thursday, you tell Debbie that even though she demonstrated high quality skills on Monday, she still has much to learn about how to use those skills consistently to bring up her sales numbers. You inform her that on Monday you saw the salesperson that she has the potential to become. Next, you tell Debbie that in order for her to develop her potential, she will need to make it to work on time and also to take the same amount of time on her lunch breaks as her coworkers. You tell Debbie that a successful employee not only has good sales numbers, but a successful employee is also a good team player. Lastly, you indicate that you are only giving a verbal warning at this time, and hope that she can use the same skills that allowed her to bring in a new customer account, to help herself come to work and return from lunch on time. Debbie accepts your statements and decides that she will work harder to come to work on time, take shorter lunch breaks, and improve her sales numbers.
In sum, it is best to praise an employee for either their hard work or a particular skill that led to a successful work outcome. Praising the employee for hard work or a particular skill, allows you to later discipline or point out areas of needed improvement without having the employee think you dislike them, as happens when you praise the person.
Happy Working,
Gary Vikesland, MA LP CEAP
Employer-Employee.com
Team-Building in Secret
Corporations have been going about building teamwork in some of the strangest ways known to employer and employee. It all began when corporations started having employees hang from ropes, next came having employees shoot each other with paintballs, and now some corporations are trying to build teamwork by having employees participate in inflatable-sumo-wrestling. What will the future hold? Will corporations be asking their employees to swim with dolphins to build teamwork, or perhaps group parachuting will be the key to transforming your squabbling employees into a winning team.Conduct a search on the Internet, and you will quickly realize just how ridiculous team-building exercises are becoming for both employers and employees. Therefore, if I may take a moment to speak on your employees' behalf: "PLEASE…PLEASE…do not make your employees participate in human foosball, comedy karaoke, or sing in a music video with the company CEO in order to build teamwork." Now, if I may take a moment to speak to the HR manager(s) in the company. "Team sailing, employee Olympics, and having all your employees ride around on All-Terrain Vehicles may be fun, but ask yourself this question: does a fun team sport really add up to more teamwork back in the office?"If comedy karaoke and human foosball will not develop your employees into a well-oiled self-directed team, what will? It's simple, if you want to build employee teamwork, do it in the office and do not tell your employees you're doing it. Why keep it a secret? It is important to keep any teamwork activities that you do a secret for three reasons.First, employees are human, well most of them anyway, and humans are social animals that gravitate to work in groups versus individually if given the opportunity. Therefore, employees are already naturally geared to work in teams (groups), and making them swing from ropes will not add any more "group behavior" to their genetic makeup.Secondly, since employees are already geared to work in teams, your primary goal is to integrate teamwork practices into everyday work patterns. It is up to the leaders within the organization to integrate teamwork practices, not the employees.Lastly, if you announce that the company plans to build teamwork, most employees will respond by asking when the team building practices will be over, so they can get back to work. By announcing your team-building efforts, you will not create additional motivation in your employees to suddenly get them to develop team cohesion.Steps to Team-Building in the Office:1.) Define your teams. Most large organizations will have one main team with numerous sub teams. A sub team may be composed of just one employee and employees may be on several different sub teams.2.) Setup a meeting and ask each sub team to define their goals, and what would be helpful for them to have from the other sub teams within the department. You will need to prepare your employee for this meeting by letting them know ahead of time what they will be asked, so they can prepare proper responses. End the meeting after all participants have reported to each other their goals and needs. Do not mention the words teamwork or team building.3.) In future meetings, ask employees to report what assistance they are receiving from other sub teams. Focus only on the positives, and applaud those sub teams that have assisted other sub teams. It may take a few meetings for employees to pick-up on the trend of asking how other sub teams are assisting, so don't give up if your employees are slow to report. Remember, be mindful not to mention the words teamwork or team-building.4.) Incorporate sub team assistance as a performance review item during employees' performance reviews. Be direct by asking employees to report how they have assisted other sub teams while they met their own goals.These are the basic skills necessary to build teamwork within your organization's various sub teams. Remember that your employees are already geared to operate in groups; all you need to do is integrate teamwork practices into your organization's operations. Hence, please cancel the inflatable-sumo-wrestling team-building exercise you have planned for next week.Happy Working,Gary Vikesland, MA LP CEAP
Saturday, July 28, 2007
Make sure your health and safety policies are relevant
Eyres v Atkinsons Kitchens & Bedrooms Ltd
Michael Eyres was an employee of Atkinsons Kitchens and Bedrooms. Late one evening, he crashed his van while returning to Bradford on the M1, having worked a 19-hour day and driven hundreds of miles. Eyres, who was not wearing a seatbelt, suffered a serious spinal injury in the accident, which left him tetraplegic.
Prior to the accident, while his managing director Craig Atkinson was asleep as a passenger, Eyres read and sent a number of text messages on his mobile phone while driving at high speed. The accident was caused by Eyres having to brake suddenly and losing control of the vehicle.
Eyres had claimed that his employer was liable in negligence and/or breach of statutory duty because it had caused or permitted him to drive when he was too tired having worked excessively long hours without a proper break.
Decision
The High Court found that it was Eyres' not paying attention through using his mobile phone that caused the accident, rather than his tiredness, and entered judgment in the defendant's favour. Eyres appealed.
The Court of Appeal overturned the High Court ruling, concluding that on a balance of probabilities the accident was caused by Eyres falling asleep, rather than using his mobile phone.
The Court of Appeal found that his employer, which encouraged a long-hours culture, had been negligent by requiring him to drive in such circumstances and doing nothing to guard against the risk of injury.
It was also directed that Eyres' damages should be reduced by 33% due to his contributory negligence in not wearing a seat belt and in driving while tired and liable to fall asleep.
Key implications
All employers should be alert to health and safety and working time requirements. However, employers of staff who engage in higher-risk activities (such as long-distance driving, working at height, or operating heavy or dangerous machinery) must take care to ensure they comply at all times with their duty of care to their employees. Casually asking an employee who has worked long hours, and is clearly suffering from fatigue, if they are "OK to carry on" with the relevant activity will not usually be sufficient.
The Eyres case is also a reminder that while risks taken by the employee may reduce damages through contributory negligence, they may not be enough to ensure that the employer escapes liability. Having exemptions or obtaining employee opt-outs from working time legislation will not prevent liability for health and safety or negligence claims.
The Corporate Manslaughter and Homicide Bill will bring such risks into even sharper focus.
Employers should ensure their health and safety policies adequately address risks that are relevant to their workforce, and that they:
Comply with all relevant health and safety and working time legislation for the industry in question.
Make it clear that a long working hours culture that puts employees' health and safety at risk is positively discouraged.
Ensure that working schedules and, where relevant, journey times are realistic and safe, with provision for rest breaks.
Put checks in place to ensure these schedules are adhered to.
Provide practical measures to ensure that employee health and safety is not placed at risk - for example, ensuring an overnight stay rather than requiring completion of a long road journey at the end of a working day.
By Adam Fuge, partner, Matthew Arnold & Baldwin
HR : http://www.personneltoday.com
Michael Eyres was an employee of Atkinsons Kitchens and Bedrooms. Late one evening, he crashed his van while returning to Bradford on the M1, having worked a 19-hour day and driven hundreds of miles. Eyres, who was not wearing a seatbelt, suffered a serious spinal injury in the accident, which left him tetraplegic.
Prior to the accident, while his managing director Craig Atkinson was asleep as a passenger, Eyres read and sent a number of text messages on his mobile phone while driving at high speed. The accident was caused by Eyres having to brake suddenly and losing control of the vehicle.
Eyres had claimed that his employer was liable in negligence and/or breach of statutory duty because it had caused or permitted him to drive when he was too tired having worked excessively long hours without a proper break.
Decision
The High Court found that it was Eyres' not paying attention through using his mobile phone that caused the accident, rather than his tiredness, and entered judgment in the defendant's favour. Eyres appealed.
The Court of Appeal overturned the High Court ruling, concluding that on a balance of probabilities the accident was caused by Eyres falling asleep, rather than using his mobile phone.
The Court of Appeal found that his employer, which encouraged a long-hours culture, had been negligent by requiring him to drive in such circumstances and doing nothing to guard against the risk of injury.
It was also directed that Eyres' damages should be reduced by 33% due to his contributory negligence in not wearing a seat belt and in driving while tired and liable to fall asleep.
Key implications
All employers should be alert to health and safety and working time requirements. However, employers of staff who engage in higher-risk activities (such as long-distance driving, working at height, or operating heavy or dangerous machinery) must take care to ensure they comply at all times with their duty of care to their employees. Casually asking an employee who has worked long hours, and is clearly suffering from fatigue, if they are "OK to carry on" with the relevant activity will not usually be sufficient.
The Eyres case is also a reminder that while risks taken by the employee may reduce damages through contributory negligence, they may not be enough to ensure that the employer escapes liability. Having exemptions or obtaining employee opt-outs from working time legislation will not prevent liability for health and safety or negligence claims.
The Corporate Manslaughter and Homicide Bill will bring such risks into even sharper focus.
Employers should ensure their health and safety policies adequately address risks that are relevant to their workforce, and that they:
Comply with all relevant health and safety and working time legislation for the industry in question.
Make it clear that a long working hours culture that puts employees' health and safety at risk is positively discouraged.
Ensure that working schedules and, where relevant, journey times are realistic and safe, with provision for rest breaks.
Put checks in place to ensure these schedules are adhered to.
Provide practical measures to ensure that employee health and safety is not placed at risk - for example, ensuring an overnight stay rather than requiring completion of a long road journey at the end of a working day.
By Adam Fuge, partner, Matthew Arnold & Baldwin
HR : http://www.personneltoday.com
What is the 'same job' following maternity leave?
Blundell v St Andrews Catholic Primary School
When is a job not the same job? That was the question considered in Blundell v St Andrews Catholic Primary School, where for the first time the Employment Appeal Tribunal (EAT) considered the criteria to be used when assessing what exactly amounts to the 'same job' under the Maternity and Parental Leave Regulations 1999.
In the regulations, a woman returning from ordinary maternity leave has the right to "return to the same job, in which she was employed before her absence".
Background
Mrs Blundell was a primary school teacher. The practice in her school was for teachers to teach a particular class every two years and then rotate - to give them a breadth of experience.
At the time of commencing maternity leave in January 2004, she was in her second year of teaching the class 'reception yellow'. On her return to work, at the start of the following academic year, she was offered the choice of a floating role or teaching year two. She chose the latter. However, she claimed that this was a more stressful role, and not the same job that she had left prior to her maternity leave.
Decision
The EAT disagreed, and found her role to be that of a primary school teacher, and not specifically defined as a teacher of the reception yellow class.
An employer has to consider three things when deciding upon the 'same job': the 'nature' of the job, as provided by the contract of employment the 'capacity' in which the employee is employed, which is a factual label to describe the employee's function more than merely their status and the 'place' at which the employee works.
The issues of capacity and place are not dictated solely by the contract, but are to be decided by a tribunal on the particular facts. For example, where a mobility clause allowing for an alternative location exists in the contract of employment, this would not necessarily entitle an employer to move an employee on her return from maternity leave.
The EAT ruled that where there is variation to the role in practice, the employer is not obliged to "freeze time at the precise moment that maternity leave is taken, but may have regard to the normal range within which variation has previously occurred". It concluded that teaching year two was not outside the normal range of variability that she could reasonably have expected, and was therefore the 'same job'.
As her role was regularly rotated, the EAT found that the nature of her job was to teach at a primary school, her capacity was as a class teacher rather than a reception yellow teacher, and her place of work was at the school.
Key implications
Although of little comfort to Blundell, the EAT was keen to stress the purpose of the regulations, which is to ensure that women who return from maternity leave experience as little disruption as reasonably possible at an already stressful time for them.
While the EAT was sympathetic to the intentions of the regulations, the positive message for employers is that in practice, as in this case, it is likely that a generic job description and less rigid working practices will go a long way in affording them the flexibility that they may require.
The guidelines set out by the EAT are useful. However, nothing can be taken for granted and, where there is uncertainty, each case will still rest on its own facts.
Stefan Green is a lawyer in the employment and benefits team at Allen & Overy
HR LINK : http://www.personneltoday.com/
When is a job not the same job? That was the question considered in Blundell v St Andrews Catholic Primary School, where for the first time the Employment Appeal Tribunal (EAT) considered the criteria to be used when assessing what exactly amounts to the 'same job' under the Maternity and Parental Leave Regulations 1999.
In the regulations, a woman returning from ordinary maternity leave has the right to "return to the same job, in which she was employed before her absence".
Background
Mrs Blundell was a primary school teacher. The practice in her school was for teachers to teach a particular class every two years and then rotate - to give them a breadth of experience.
At the time of commencing maternity leave in January 2004, she was in her second year of teaching the class 'reception yellow'. On her return to work, at the start of the following academic year, she was offered the choice of a floating role or teaching year two. She chose the latter. However, she claimed that this was a more stressful role, and not the same job that she had left prior to her maternity leave.
Decision
The EAT disagreed, and found her role to be that of a primary school teacher, and not specifically defined as a teacher of the reception yellow class.
An employer has to consider three things when deciding upon the 'same job': the 'nature' of the job, as provided by the contract of employment the 'capacity' in which the employee is employed, which is a factual label to describe the employee's function more than merely their status and the 'place' at which the employee works.
The issues of capacity and place are not dictated solely by the contract, but are to be decided by a tribunal on the particular facts. For example, where a mobility clause allowing for an alternative location exists in the contract of employment, this would not necessarily entitle an employer to move an employee on her return from maternity leave.
The EAT ruled that where there is variation to the role in practice, the employer is not obliged to "freeze time at the precise moment that maternity leave is taken, but may have regard to the normal range within which variation has previously occurred". It concluded that teaching year two was not outside the normal range of variability that she could reasonably have expected, and was therefore the 'same job'.
As her role was regularly rotated, the EAT found that the nature of her job was to teach at a primary school, her capacity was as a class teacher rather than a reception yellow teacher, and her place of work was at the school.
Key implications
Although of little comfort to Blundell, the EAT was keen to stress the purpose of the regulations, which is to ensure that women who return from maternity leave experience as little disruption as reasonably possible at an already stressful time for them.
While the EAT was sympathetic to the intentions of the regulations, the positive message for employers is that in practice, as in this case, it is likely that a generic job description and less rigid working practices will go a long way in affording them the flexibility that they may require.
The guidelines set out by the EAT are useful. However, nothing can be taken for granted and, where there is uncertainty, each case will still rest on its own facts.
Stefan Green is a lawyer in the employment and benefits team at Allen & Overy
HR LINK : http://www.personneltoday.com/
Case of the week: When can the 'without prejudice' rule be set aside?
In Brunel University & Schwartz v Webster & Vaseghi, the Court of Appeal analysed the 'without prejudice' rule and circumstances in which the rule can be set aside.
The without prejudice privilege attaches to evidence of settlement negotiations aimed at resolving disputes, and prevents such evidence being referred to in proceedings. However, privilege will fall away where both parties waive it, and can also be withdrawn where it would otherwise conceal unlawful behaviour.
Facts
Vaseghi and Webster brought claims of race discrimination against Brunel University. The without prejudice discussions to settle the disputes were unsuccessful and tribunal hearings went ahead. Subsequently, in a university newsletter, the vice-chancellor complained about the cost of defending the claims, and alluded to the fact that the claims had been accompanied by "unwarranted demands for money". Vaseghi and Webster brought victimisation grievances and tribunal claims on the basis of these comments. An independent panel set up by the university heard the grievances, including evidence about the without prejudice discussions.
The tribunal pleadings and bundle also contained various references to the settlement discussions. However, when Vaseghi and Webster disclosed a statement by a solicitor about these discussions, the university's lawyers objected on the basis that the evidence was without prejudice.
Decision
The Court of Appeal said that privilege had been waived on the basis that both parties:
Gave or called evidence of the without prejudice discussions at the independent panel review (an unusual forum as it was adversarial in nature and a formal trial)
Referred to the without prejudice discussions in their respective pleadings.
However, the court said that, in normal cases where without prejudice discussions are mentioned at internal grievance meetings, privilege would not be waived.
While the court declined to comment on whether there was an exception to the without prejudice rule in cases of discrimination to prevent the rule from concealing the "evil" of discrimination, it did say that it could understand that it may be difficult to prove discrimination if the general without prejudice rule applies fully in every case.
Key implications
Be aware that without prejudice protection will not apply in all cases and is not absolute. To protect the without prejudice status of communications:
Consider whether there is a dispute before speaking on a without prejudice basis. The rule only applies where there is a dispute between the parties and the discussions are a genuine attempt to end the dispute.
Label settlement documents 'without prejudice', although remember that a document will not become privileged merely because of its label.
Only refer to without prejudice communications during internal grievance proceedings where absolutely necessary, and make it clear that privilege is not being waived. Where independent panels are set up to determine grievances, beware that adducing evidence of without prejudice communications is likely to waive privilege.
Do not refer to without prejudice documents or discussions in pleadings, witness statements or any other tribunal documents.
The privilege may not cover communications that disclose evidence of discrimination. There remains a risk that the without prejudice rule will be set aside to allow a claimant to prove discrimination.
By Judith Harris, professional support lawyer, Addleshaw Goddard
HR LINK : http://www.personneltoday.com/
The without prejudice privilege attaches to evidence of settlement negotiations aimed at resolving disputes, and prevents such evidence being referred to in proceedings. However, privilege will fall away where both parties waive it, and can also be withdrawn where it would otherwise conceal unlawful behaviour.
Facts
Vaseghi and Webster brought claims of race discrimination against Brunel University. The without prejudice discussions to settle the disputes were unsuccessful and tribunal hearings went ahead. Subsequently, in a university newsletter, the vice-chancellor complained about the cost of defending the claims, and alluded to the fact that the claims had been accompanied by "unwarranted demands for money". Vaseghi and Webster brought victimisation grievances and tribunal claims on the basis of these comments. An independent panel set up by the university heard the grievances, including evidence about the without prejudice discussions.
The tribunal pleadings and bundle also contained various references to the settlement discussions. However, when Vaseghi and Webster disclosed a statement by a solicitor about these discussions, the university's lawyers objected on the basis that the evidence was without prejudice.
Decision
The Court of Appeal said that privilege had been waived on the basis that both parties:
Gave or called evidence of the without prejudice discussions at the independent panel review (an unusual forum as it was adversarial in nature and a formal trial)
Referred to the without prejudice discussions in their respective pleadings.
However, the court said that, in normal cases where without prejudice discussions are mentioned at internal grievance meetings, privilege would not be waived.
While the court declined to comment on whether there was an exception to the without prejudice rule in cases of discrimination to prevent the rule from concealing the "evil" of discrimination, it did say that it could understand that it may be difficult to prove discrimination if the general without prejudice rule applies fully in every case.
Key implications
Be aware that without prejudice protection will not apply in all cases and is not absolute. To protect the without prejudice status of communications:
Consider whether there is a dispute before speaking on a without prejudice basis. The rule only applies where there is a dispute between the parties and the discussions are a genuine attempt to end the dispute.
Label settlement documents 'without prejudice', although remember that a document will not become privileged merely because of its label.
Only refer to without prejudice communications during internal grievance proceedings where absolutely necessary, and make it clear that privilege is not being waived. Where independent panels are set up to determine grievances, beware that adducing evidence of without prejudice communications is likely to waive privilege.
Do not refer to without prejudice documents or discussions in pleadings, witness statements or any other tribunal documents.
The privilege may not cover communications that disclose evidence of discrimination. There remains a risk that the without prejudice rule will be set aside to allow a claimant to prove discrimination.
By Judith Harris, professional support lawyer, Addleshaw Goddard
HR LINK : http://www.personneltoday.com/
Case of the week: 'Without prejudice' discussions
Framlington Group Ltd and Axa Framlington Group Ltd v Barnetson (Court of Appeal)
Hot on the heels of Brunel University & Schwartz v Webster & Vaseghi (see case of the week, Personnel Today, 12 June), which dealt with the circumstances in which the 'without prejudice' rule can be set aside, comes a second Court of Appeal case - Framlington Group Ltd and Axa Framlington Group Ltd v Barnetson.
Written or oral communications made in a genuine attempt to resolve a dispute will generally be protected by the without prejudice rule. This means that those communications cannot be used as evidence in court proceedings in relation to that dispute.
It is well established that where settlement negotiations occur in the context of litigation, or threatened litigation, those negotiations will be covered by the without prejudice rule. However, in the 2004 case of BNP Paribas v Ms A Mezzotero the EAT restricted the operation of the rule and said that it would only apply where litigation was likely and not before that point.
Framlington follows on from Mezzotero, and considers, for the first time, whether discussions that took place months before litigation started, or was even likely, will be covered by the rule.
Facts
In early 2005, Mr Barnetson started employment as chief operating officer at Framlington Group Ltd. He was told that his orally agreed terms and conditions would be confirmed in writing at a later date. However, when Barnetson pursued this written confirmation, a difference of opinion arose as to the terms that had been agreed. Discussions around his terms took place until the end of October 2005, at which point Framlington told Barnetson it intended to dismiss him at the end of the year.
Further negotiations ensued, during which a compromise agreement was produced and Barnetson set out the terms on which he would be prepared to settle. These discussions broke down and on 20 December 2005, Barnetson was given notice that his employment would terminate.
Barnetson brought proceedings for damages for wrongful dismissal in April 2006. Framlington alleged that certain parts of Barnetson's witness statement in support of his claim should not be allowed because they related to without prejudice discussions that had taken place between the end of October and 20 December 2005. The High Court judge rejected this argument. Framlington appealed.
Decision
The Court of Appeal held that, once Framlington had told Barnetson it intended to dismiss him, the discussions that followed were without prejudice and could not, therefore, be used as evidence in the court proceedings.
There was a public policy consideration underlying the without prejudice rule namely, to encourage people to settle their disputes without resorting to litigation. In light of this aim, it was not appropriate to set a time limit prior to litigation before which any discussions would not be protected. Rather, courts should determine the point at which, during the course of negotiations, the parties contemplated, or might reasonably have contemplated, litigation if they could not reach agreement.
Key implications
This case clarifies the circumstances in which discussions with staff will be covered by the without prejudice rule:
There is no need for litigation to be threatened or underway for negotiations to be protected. If it is clear that the parties understood that litigation might result if the negotiations failed, then such discussions are likely to be protected.
The discussions in this case were only protected from the point at which Barnetson was told of his employer's intention to dismiss him. Discussions during internal grievances are unlikely to be protected.
By Laura Green, assistant solicitor, Lovells' Employment Group
HR Link : http://www.personneltoday.com
Hot on the heels of Brunel University & Schwartz v Webster & Vaseghi (see case of the week, Personnel Today, 12 June), which dealt with the circumstances in which the 'without prejudice' rule can be set aside, comes a second Court of Appeal case - Framlington Group Ltd and Axa Framlington Group Ltd v Barnetson.
Written or oral communications made in a genuine attempt to resolve a dispute will generally be protected by the without prejudice rule. This means that those communications cannot be used as evidence in court proceedings in relation to that dispute.
It is well established that where settlement negotiations occur in the context of litigation, or threatened litigation, those negotiations will be covered by the without prejudice rule. However, in the 2004 case of BNP Paribas v Ms A Mezzotero the EAT restricted the operation of the rule and said that it would only apply where litigation was likely and not before that point.
Framlington follows on from Mezzotero, and considers, for the first time, whether discussions that took place months before litigation started, or was even likely, will be covered by the rule.
Facts
In early 2005, Mr Barnetson started employment as chief operating officer at Framlington Group Ltd. He was told that his orally agreed terms and conditions would be confirmed in writing at a later date. However, when Barnetson pursued this written confirmation, a difference of opinion arose as to the terms that had been agreed. Discussions around his terms took place until the end of October 2005, at which point Framlington told Barnetson it intended to dismiss him at the end of the year.
Further negotiations ensued, during which a compromise agreement was produced and Barnetson set out the terms on which he would be prepared to settle. These discussions broke down and on 20 December 2005, Barnetson was given notice that his employment would terminate.
Barnetson brought proceedings for damages for wrongful dismissal in April 2006. Framlington alleged that certain parts of Barnetson's witness statement in support of his claim should not be allowed because they related to without prejudice discussions that had taken place between the end of October and 20 December 2005. The High Court judge rejected this argument. Framlington appealed.
Decision
The Court of Appeal held that, once Framlington had told Barnetson it intended to dismiss him, the discussions that followed were without prejudice and could not, therefore, be used as evidence in the court proceedings.
There was a public policy consideration underlying the without prejudice rule namely, to encourage people to settle their disputes without resorting to litigation. In light of this aim, it was not appropriate to set a time limit prior to litigation before which any discussions would not be protected. Rather, courts should determine the point at which, during the course of negotiations, the parties contemplated, or might reasonably have contemplated, litigation if they could not reach agreement.
Key implications
This case clarifies the circumstances in which discussions with staff will be covered by the without prejudice rule:
There is no need for litigation to be threatened or underway for negotiations to be protected. If it is clear that the parties understood that litigation might result if the negotiations failed, then such discussions are likely to be protected.
The discussions in this case were only protected from the point at which Barnetson was told of his employer's intention to dismiss him. Discussions during internal grievances are unlikely to be protected.
By Laura Green, assistant solicitor, Lovells' Employment Group
HR Link : http://www.personneltoday.com
Case of the week: Banking on the bonus doesn't pay
Ridgway v JP Morgan Chase Bank National Association, High Court
What is the extent of an employer's discretion when making bonus decisions? We already know that discretion is not completely unfettered, and that employers must not act in a way that is irrational or perverse when making bonus decisions. But does that authorise an employer to award no bonus whatsoever?
Background
In Ridgway v JP Morgan, the High Court decided that the bank was entitled to award a 'nil' bonus to a trader who had spent most of the bonus year on sabbatical.
Mr Ridgway, who headed up the bank's options desk, took an unpaid sabbatical starting in April 2003. One of the terms of the sabbatical agreement was that Ridgway would continue to be eligible for a discretionary bonus for the year ending December 2003. At the end of the bonus year, the bank awarded Ridgway a nil bonus.
On his return from sabbatical, Ridgway's previous job was unavailable, and he and the bank failed to agree on an alternative role for him. Ridgway resigned and claimed constructive dismissal. He claimed compensation for his bonus on the basis that the bonus decision was irrational and perverse, as well as compensation for stock awards that he lost as a result of resigning.
Decision
The High Court dismissed all of Ridgway's claims. In relation to the bonus claim, it followed the guidelines for the award of discretionary bonuses set out in the recent Court of Appeal decision of Commerzbank v Keen. In Commerzbank, the Court of Appeal said the hurdle is set very high for an employee to show that a bonus decision is irrational or perverse. However, the Court of Appeal also said an employer must identify the reason for a bonus award and the decision maker.
The High Court said the bank had been entitled to award Ridgway a nil bonus after taking into account the fact that he had been on sabbatical for most of the bonus year. The bank had also taken into account the fact that Ridgway had been making a loss when he went on sabbatical, that his 'add-on' contribution was very limited, and that there were no other factors to justify awarding a bonus.
The court endorsed Commerzbank and said the task of proving irrationality or perversity in the exercise of the bank's discretion to award a bonus is a "daunting one".
Key implications
Following the Commerzbank and JP Morgan decisions, courts will be reluctant to intervene in bonus decisions except in exceptional cases. However, bonus decisions are subject to challenge where the decision appears irrational and/or where the decision-making process is not transparent. Employers should be mindful of the following when making discretionary bonus decisions:
Properly and fully consider whether to award a discretionary bonus and, if so, the amount of the award.
Ensure the decision-making process is transparent and provide reasons why the bonus was assessed at the level it was so that the employee has an understanding as to how the figure was reached.
Tell the employee who made the bonus decision.
Review bonus wording to ensure it provides the level of discretion required (subject, of course, to the legal limitations set out above).
By Judith Harris, professional support lawyer, Addleshaw Goddard
Employers' Law
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Article by : http://www.personneltoday.com
What is the extent of an employer's discretion when making bonus decisions? We already know that discretion is not completely unfettered, and that employers must not act in a way that is irrational or perverse when making bonus decisions. But does that authorise an employer to award no bonus whatsoever?
Background
In Ridgway v JP Morgan, the High Court decided that the bank was entitled to award a 'nil' bonus to a trader who had spent most of the bonus year on sabbatical.
Mr Ridgway, who headed up the bank's options desk, took an unpaid sabbatical starting in April 2003. One of the terms of the sabbatical agreement was that Ridgway would continue to be eligible for a discretionary bonus for the year ending December 2003. At the end of the bonus year, the bank awarded Ridgway a nil bonus.
On his return from sabbatical, Ridgway's previous job was unavailable, and he and the bank failed to agree on an alternative role for him. Ridgway resigned and claimed constructive dismissal. He claimed compensation for his bonus on the basis that the bonus decision was irrational and perverse, as well as compensation for stock awards that he lost as a result of resigning.
Decision
The High Court dismissed all of Ridgway's claims. In relation to the bonus claim, it followed the guidelines for the award of discretionary bonuses set out in the recent Court of Appeal decision of Commerzbank v Keen. In Commerzbank, the Court of Appeal said the hurdle is set very high for an employee to show that a bonus decision is irrational or perverse. However, the Court of Appeal also said an employer must identify the reason for a bonus award and the decision maker.
The High Court said the bank had been entitled to award Ridgway a nil bonus after taking into account the fact that he had been on sabbatical for most of the bonus year. The bank had also taken into account the fact that Ridgway had been making a loss when he went on sabbatical, that his 'add-on' contribution was very limited, and that there were no other factors to justify awarding a bonus.
The court endorsed Commerzbank and said the task of proving irrationality or perversity in the exercise of the bank's discretion to award a bonus is a "daunting one".
Key implications
Following the Commerzbank and JP Morgan decisions, courts will be reluctant to intervene in bonus decisions except in exceptional cases. However, bonus decisions are subject to challenge where the decision appears irrational and/or where the decision-making process is not transparent. Employers should be mindful of the following when making discretionary bonus decisions:
Properly and fully consider whether to award a discretionary bonus and, if so, the amount of the award.
Ensure the decision-making process is transparent and provide reasons why the bonus was assessed at the level it was so that the employee has an understanding as to how the figure was reached.
Tell the employee who made the bonus decision.
Review bonus wording to ensure it provides the level of discretion required (subject, of course, to the legal limitations set out above).
By Judith Harris, professional support lawyer, Addleshaw Goddard
Employers' Law
Each month, Employers' Law magazine outlines the latest legal rulings and what these mean for you. Click here to subscribe, or call 01444 445566.
Article by : http://www.personneltoday.com
Ownership of contacts lists after employment has ended
PennWell Publishing (UK) Limited v Isles
Who owns a contacts list maintained by an employee in Outlook on the employer's computer system? In PennWell Publishing (UK) Limited v Isles, the High Court decided that the list belonged to the employer, despite the fact that it contained personal contacts and contacts that the employee had made before his employment had started.
Background
Mr Isles, a journalist, was employed as a publisher and conference chairman for PennWell. During his employment, he created and maintained a contacts list on PennWell's Outlook system, which included personal contacts, journalistic contacts and contacts that he had made before his employment started, as well as business contacts that he developed in his role with PennWell.
After Isles left PennWell to set up a competing business, it discovered that he had downloaded the entire Outlook contacts list from his work laptop.
Isles's contract stated that all documents used during employment belonged to the company and had to be returned before he left.
PennWell applied for an injunction for the return of the contacts list. Isles argued that most of the contacts on the list were personal to him.
Decision
The High Court had to decide whether the contacts list belonged exclusively to either PennWell or Isles or whether it was jointly owned by both.
The High Court said that where an address list is contained in Outlook or a similar software that is part of the employer's e-mail system and backed-up by the employer, the database or list belongs to the employer and may not be copied or removed in its entirety by employees for use outside or after employment. The High Court said that it would be "highly desirable" for employers to publish e-mail policies to communicate this to employees. While PennWell had an appropriate e-mail policy, the policy had not been effectively communicated to Isles and, therefore, PennWell was not entitled to rely on it.
Had Isles maintained his list of contacts as a separate, private address book, he would most likely have been entitled to that list. The court distinguished between contacts developed for the purposes of employment, where removal of contact information would be detrimental to the employer, and other contacts that an employee might keep for career purposes.
The court concluded that the list belonged to PennWell, but that Isles could copy from it his journalistic contacts and those made before his employment started.
Key implications
The confusion over ownership of the contacts lists that led to this case coming to court highlights the need for clear policies on ownership of contacts information. Employers should as a minimum:
Review e-mail policies to ensure they clearly identify what information is considered to belong to the employer, and confirm that it may not be removed or copied.
Communicate e-mail policies to all existing staff and bring these to the attention of new employees.
Ensure that confidentiality and return of property provisions in contracts cover contacts information and state what information will be protected/must be returned after employment.
Consider giving employees the option of a personal contacts folder to maintain contacts that are personal and/or those that pre-date employment.
Judith Harris, professional support lawyer, Addleshaw Goddard
HR : http://www.personneltoday.com
Who owns a contacts list maintained by an employee in Outlook on the employer's computer system? In PennWell Publishing (UK) Limited v Isles, the High Court decided that the list belonged to the employer, despite the fact that it contained personal contacts and contacts that the employee had made before his employment had started.
Background
Mr Isles, a journalist, was employed as a publisher and conference chairman for PennWell. During his employment, he created and maintained a contacts list on PennWell's Outlook system, which included personal contacts, journalistic contacts and contacts that he had made before his employment started, as well as business contacts that he developed in his role with PennWell.
After Isles left PennWell to set up a competing business, it discovered that he had downloaded the entire Outlook contacts list from his work laptop.
Isles's contract stated that all documents used during employment belonged to the company and had to be returned before he left.
PennWell applied for an injunction for the return of the contacts list. Isles argued that most of the contacts on the list were personal to him.
Decision
The High Court had to decide whether the contacts list belonged exclusively to either PennWell or Isles or whether it was jointly owned by both.
The High Court said that where an address list is contained in Outlook or a similar software that is part of the employer's e-mail system and backed-up by the employer, the database or list belongs to the employer and may not be copied or removed in its entirety by employees for use outside or after employment. The High Court said that it would be "highly desirable" for employers to publish e-mail policies to communicate this to employees. While PennWell had an appropriate e-mail policy, the policy had not been effectively communicated to Isles and, therefore, PennWell was not entitled to rely on it.
Had Isles maintained his list of contacts as a separate, private address book, he would most likely have been entitled to that list. The court distinguished between contacts developed for the purposes of employment, where removal of contact information would be detrimental to the employer, and other contacts that an employee might keep for career purposes.
The court concluded that the list belonged to PennWell, but that Isles could copy from it his journalistic contacts and those made before his employment started.
Key implications
The confusion over ownership of the contacts lists that led to this case coming to court highlights the need for clear policies on ownership of contacts information. Employers should as a minimum:
Review e-mail policies to ensure they clearly identify what information is considered to belong to the employer, and confirm that it may not be removed or copied.
Communicate e-mail policies to all existing staff and bring these to the attention of new employees.
Ensure that confidentiality and return of property provisions in contracts cover contacts information and state what information will be protected/must be returned after employment.
Consider giving employees the option of a personal contacts folder to maintain contacts that are personal and/or those that pre-date employment.
Judith Harris, professional support lawyer, Addleshaw Goddard
HR : http://www.personneltoday.com
Thursday, July 26, 2007
10 Tips For Planning A Corporate Incentive Travel Program
Corporate incentive travel is a great way to motivate and reward your valuable employees. Incentive travel can be group or individual, and the destination can be local or international. But every successful incentive travel program begins with careful planning.
The following are tips to help you plan a corporate travel program that fits your company’s culture, size and available budget:
Determine your corporate incentive program goals. In specific terms, establish what the incentive program should accomplish. This could be an increase in sales, increase in production output or profits, or a reduction in defective products, sales returns or lost contracts. Be sure to assign a value to the improvement or reduction - a percentage, absolute number of units or contracts, or a dollar figure.
Select the target group for the program. This could be management, employees, salespeople, or even customers.
Discover what the target’s values, interests and preferences through paper surveys or interviews. Then browse our corporate incentives guide to match up preferences with available packages in your budget range.
Considering past performance and employee behavior, establish reasonable tasks for your target group.
Make sure you have a performance tracking system in place with a clear way to measure incentive program results.
Brainstorm what obstacles may exist to the success of the incentive program. This could be current employee morale, organizational structure or market conditions.
Determine whether the program will be managed internally or outsourced to an agency.
Understand applicable tax implications. Travel can be taxable to recipients under certain conditions, and special tax forms may be required.
When selecting a corporate incentive travel company, make sure it agrees to fulfill what is promised for your budgeted cost, and that you understand its cancellation policies.
At the end of your program, survey winners and non-winners to determine whether the program was successful in meeting the objective.
Corporate Travel on a Smaller Budget
Even if you can’t afford to whisk your top performers away to Europe on a private jet, you can still reward your employees with incentive travel that they can enjoy.
If you can afford to send your team away on a teambuilding retreat, it doesn’t have to be far away. Campsites and resorts, even a day on a chartered boat can create a memorable experience. For individuals, it’s a better idea to send your recipient somewhere exotic enough to be memorable. If possible, allowing a spouse or children to accompany your employee is also a good idea.
An employee incentive getaway generally lasts from three nights to a full week, but weekend getaways can also work for smaller budgets. Accommodation could be in a bed and breakfast. Check travel and hotel websites often to catch their “travel best bets.”
Conclusion
For any corporate incentive travel program to accomplish its goal, you must determine how much you can spend, what options are available and what people want. And you must anticipate potential problems both within and without your organization. A clear system for measuring results will help you with future planning. Even on a smaller budget, corporate incentive travel can benefit your organization.
Linda Bustos is the Director of Marketing for Image X Media, a full service web design firm in Vancouver.
Back to HR Article Directory
The following are tips to help you plan a corporate travel program that fits your company’s culture, size and available budget:
Determine your corporate incentive program goals. In specific terms, establish what the incentive program should accomplish. This could be an increase in sales, increase in production output or profits, or a reduction in defective products, sales returns or lost contracts. Be sure to assign a value to the improvement or reduction - a percentage, absolute number of units or contracts, or a dollar figure.
Select the target group for the program. This could be management, employees, salespeople, or even customers.
Discover what the target’s values, interests and preferences through paper surveys or interviews. Then browse our corporate incentives guide to match up preferences with available packages in your budget range.
Considering past performance and employee behavior, establish reasonable tasks for your target group.
Make sure you have a performance tracking system in place with a clear way to measure incentive program results.
Brainstorm what obstacles may exist to the success of the incentive program. This could be current employee morale, organizational structure or market conditions.
Determine whether the program will be managed internally or outsourced to an agency.
Understand applicable tax implications. Travel can be taxable to recipients under certain conditions, and special tax forms may be required.
When selecting a corporate incentive travel company, make sure it agrees to fulfill what is promised for your budgeted cost, and that you understand its cancellation policies.
At the end of your program, survey winners and non-winners to determine whether the program was successful in meeting the objective.
Corporate Travel on a Smaller Budget
Even if you can’t afford to whisk your top performers away to Europe on a private jet, you can still reward your employees with incentive travel that they can enjoy.
If you can afford to send your team away on a teambuilding retreat, it doesn’t have to be far away. Campsites and resorts, even a day on a chartered boat can create a memorable experience. For individuals, it’s a better idea to send your recipient somewhere exotic enough to be memorable. If possible, allowing a spouse or children to accompany your employee is also a good idea.
An employee incentive getaway generally lasts from three nights to a full week, but weekend getaways can also work for smaller budgets. Accommodation could be in a bed and breakfast. Check travel and hotel websites often to catch their “travel best bets.”
Conclusion
For any corporate incentive travel program to accomplish its goal, you must determine how much you can spend, what options are available and what people want. And you must anticipate potential problems both within and without your organization. A clear system for measuring results will help you with future planning. Even on a smaller budget, corporate incentive travel can benefit your organization.
Linda Bustos is the Director of Marketing for Image X Media, a full service web design firm in Vancouver.
Back to HR Article Directory
How To Create Lasting Change & Achieve Greater Success At Work
“This year, I’m going to get that raise.”
“I will get my desk organized once and for all.”
“I’ll have better work/life balance.”
“I’ll start that business I’ve always dreamed about.”
At some point we’ve all vowed to make some big change – similar to the resolutions above. But by the time the rosy blush of good intentions wears off, the resolution gets pushed aside. Not because we don’t still long to have what we want, but because we just don’t know how to change.
Changing your behavior takes work.
Our brains have enormous “plasticity,” meaning they can create new cells and pathways. But our brains create strong tendencies to do the same thing over and over.
Here’s why:
The brain cells that fire together wire together. Meaning, they have a strong tendency to run the same program the next time. That’s why lasting change takes lots of practice; you’ve got to create a pathway to the new options.
According to many brain scientists it can take six to nine months to change your behavior. Yet people continue to waste so much money on those seven-day miracle programs and then wonder why they have not experienced lasting change and greater success at work.
Here’s The Top 3 Reasons Why Many Business Entrepreneurs and Executives Fail To Change Their Behavior & Achieve Greater Business Success:
1. They’ve not yet realized that the change process is not about getting rid of bad habits. The pathway to your current behavior is there for life. Instead you want to focus on creating new, more positive habits that will positively affect your business. Even stopping doing something, like procrastinating, is really about creating a good new habit, starting sooner.
2. They fail to put external reminders in place, at least in the beginning. Unless you have a trigger from the outside like an email reminder, or a buddy it’s very likely you’ll keep defaulting to the old behavior because it’s automatic. That’s also why it’s so important to be willing to start over no matter how often you blow it or get discouraged.
3. They’re not concrete enough about what they want and are unrealistic about what they can reasonably ask themselves to change. Here’s what an executive client of mine said he wanted to change in three months: “to be more positive with co-workers, staff and colleagues, to be more creative and productive and to take better care of myself.” “How about create world peace while you’re at it?” I replied. “And what does `more’ mean anyway? As this client demonstrated, we expect too much of ourselves and we expect to change overnight. When that doesn’t happen, we resign ourselves to staying the same, convinced that we are hopeless, weak, or unmotivated. Which makes us even more stuck in a rut.
To truly change your behavior and achiever greater business success requires three things: desire, intent, and persistence. You have to identify what you desire enough to be willing to stick to. You have to make SMART goals (Specific, Measurable, Achievable, Relevant and Time-bound) like “leave the computer at the office and don’t look at the Blackberry after 9” rather than “having more balance”. You need determination and persistence to try again no matter how many times you blow it. Most importantly you need to avoid my top 10 common resolution pitfalls.
My Top 10 List of Resolution Pitfalls
1. Being vague about what you want
2. Not making a serious commitment
3. Excuse-making—no time, wrong time, dog ate homework 4. Unwilling to go through the awkward phase 5. Not setting up a tracking and reminder system 6. Expecting perfection and falling into guilt, shame, and regret 7. Trying to change by yourself 8. Telling yourself self-limiting rut stories 9. Not having backup plans 10. Turning slip-ups to give-ups
Armed with a new attitude and behavior, you can create lasting change and achieve greater success at work. When you have this invaluable tool in your arsenal, you’ll be empowered to bring anything you want into reality. You’ll become the master of your fate rather than the victim of old choices.
bio: M.J. Ryan is an executive coach and the author of THIS YEAR I WILL…How to Finally Change a Habit, Keep a Resolution or Make a Dream Come True. To receive a ton of free resources including free daily “I Will Power” emails that will help you make and actually keep your promises and achieve greater business success this year, go to http://www.mj-ryan.com
bio: M.J. Ryan is an executive coach and the author of THIS YEAR I WILL…How to Finally Change a Habit, Keep a Resolution or Make a Dream Come True. To receive a ton of free resources including free daily “I Will Power” emails that will help you make and actually keep your promises and achieve greater business success this year, go to http://www.mj-ryan.com
Back to HR Article Directory
“I will get my desk organized once and for all.”
“I’ll have better work/life balance.”
“I’ll start that business I’ve always dreamed about.”
At some point we’ve all vowed to make some big change – similar to the resolutions above. But by the time the rosy blush of good intentions wears off, the resolution gets pushed aside. Not because we don’t still long to have what we want, but because we just don’t know how to change.
Changing your behavior takes work.
Our brains have enormous “plasticity,” meaning they can create new cells and pathways. But our brains create strong tendencies to do the same thing over and over.
Here’s why:
The brain cells that fire together wire together. Meaning, they have a strong tendency to run the same program the next time. That’s why lasting change takes lots of practice; you’ve got to create a pathway to the new options.
According to many brain scientists it can take six to nine months to change your behavior. Yet people continue to waste so much money on those seven-day miracle programs and then wonder why they have not experienced lasting change and greater success at work.
Here’s The Top 3 Reasons Why Many Business Entrepreneurs and Executives Fail To Change Their Behavior & Achieve Greater Business Success:
1. They’ve not yet realized that the change process is not about getting rid of bad habits. The pathway to your current behavior is there for life. Instead you want to focus on creating new, more positive habits that will positively affect your business. Even stopping doing something, like procrastinating, is really about creating a good new habit, starting sooner.
2. They fail to put external reminders in place, at least in the beginning. Unless you have a trigger from the outside like an email reminder, or a buddy it’s very likely you’ll keep defaulting to the old behavior because it’s automatic. That’s also why it’s so important to be willing to start over no matter how often you blow it or get discouraged.
3. They’re not concrete enough about what they want and are unrealistic about what they can reasonably ask themselves to change. Here’s what an executive client of mine said he wanted to change in three months: “to be more positive with co-workers, staff and colleagues, to be more creative and productive and to take better care of myself.” “How about create world peace while you’re at it?” I replied. “And what does `more’ mean anyway? As this client demonstrated, we expect too much of ourselves and we expect to change overnight. When that doesn’t happen, we resign ourselves to staying the same, convinced that we are hopeless, weak, or unmotivated. Which makes us even more stuck in a rut.
To truly change your behavior and achiever greater business success requires three things: desire, intent, and persistence. You have to identify what you desire enough to be willing to stick to. You have to make SMART goals (Specific, Measurable, Achievable, Relevant and Time-bound) like “leave the computer at the office and don’t look at the Blackberry after 9” rather than “having more balance”. You need determination and persistence to try again no matter how many times you blow it. Most importantly you need to avoid my top 10 common resolution pitfalls.
My Top 10 List of Resolution Pitfalls
1. Being vague about what you want
2. Not making a serious commitment
3. Excuse-making—no time, wrong time, dog ate homework 4. Unwilling to go through the awkward phase 5. Not setting up a tracking and reminder system 6. Expecting perfection and falling into guilt, shame, and regret 7. Trying to change by yourself 8. Telling yourself self-limiting rut stories 9. Not having backup plans 10. Turning slip-ups to give-ups
Armed with a new attitude and behavior, you can create lasting change and achieve greater success at work. When you have this invaluable tool in your arsenal, you’ll be empowered to bring anything you want into reality. You’ll become the master of your fate rather than the victim of old choices.
bio: M.J. Ryan is an executive coach and the author of THIS YEAR I WILL…How to Finally Change a Habit, Keep a Resolution or Make a Dream Come True. To receive a ton of free resources including free daily “I Will Power” emails that will help you make and actually keep your promises and achieve greater business success this year, go to http://www.mj-ryan.com
bio: M.J. Ryan is an executive coach and the author of THIS YEAR I WILL…How to Finally Change a Habit, Keep a Resolution or Make a Dream Come True. To receive a ton of free resources including free daily “I Will Power” emails that will help you make and actually keep your promises and achieve greater business success this year, go to http://www.mj-ryan.com
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