Posted By Engagement & Recognition Conference,
Wednesday, September 21, 2016
Updated: Tuesday, September 20, 2016
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By Joe Larocque
Co-Founder & Senior Director of Product Management, GuideSpark.
Around 3 years ago, we got a call from one of our first and most innovative customers, Adobe, that they were throwing out their annual performance review and employee ratings. They called us to work with them on the big challenge of communicating this huge shift they were creating called a “check-in.” This was the first of hundreds of calls we have received as companies are strategically shifting how they measure and manage employee performance.
The redesign of performance management is undoubtedly the most significant HR communications challenge I’ve witnessed since we founded GuideSpark in 2008. In fact, it’s estimated that over 60% of companies are currently in transition to a rating-less, feedback-centric model and if you’re thinking that this is just a small company thing, you may be surprised to learn that 10% of the Fortune 500 had made the transition at the end of 2015, and it’s anticipated that the number may grow to 2-3x by end of 2016.
Over the last 3 years, we’ve had opportunities to work with some of the best employers to enable big shifts and expand our communications expertise into this important area. Today, we are launching our talent solutions to meet the needs of our customers, and I wanted to offer some of my key learnings in supporting over 70 companies as they worked through this.
Listen, learn, respond.
Just about every company I talk to is taking this leap. They recognize that the current way of doing things isn’t working. Many of our customers come into the change with eyes wide open, realizing that the new performance management is in a work in progress that will start with generic best practices and ends with a customized performance management design customized for their business and culture. In fact, one very large employer that we’re working with is doing a 3-year pilot of their new performance management process prior to roll-out. The best companies expect change going in and they install a flexible, adaptable infrastructure that allows them to listen to employees and managers about how things are going, make changes and then communicate out. Your success will be tied to how well you can adapt and how agile you can be.
Understand the User Journey.
Let’s be honest, performance management has a ton of baggage – it’s as important as it is despised by employees and their managers. One key design principle for the new performance management is to move it from being a program that’s owned and policed by HR to one that is embraced and valued by the business. You must inspire, connect and make the case for why employees should care. From there, you will have permission to get into the details around process, programs, policies, new systems, roles/responsibilities and competency building. But perhaps the most important piece here is nurturing that learning over time – hitting employees and managers on an informal, continuous basis with bite sized communications that nudge them to have more frequent, substantive interactions. Think: 1-2 minutes tips that can be consumed in line at the grocery store and put in place that week.
No one is born being great at feedback or coaching.
The new performance management is built on ongoing feedback and coaching. Make no mistake, these are muscles that you’ll need to build in your organization because these two competencies are neither intuitive nor natural. Understand that when it comes to feedback, you need to enable your organization to be great at not only giving it but great at receiving it and great at soliciting it. All 3 are required. Many companies we work with feel as though their managers are very short-term, task focused and so moving them to a place where they are pulling as opposed to pushing will take time.
Anticipate the ripple effects.
As you put performance reviews and ratings on ice, it’s important to think about the effects holistically. For example, for many companies the relationship between compensation and performance completely changes. It becomes less about past performance and more about long-term value (performance, skill scarcity, cultural behaviors, etc.). Think about how you’ll empower managers to make compensation decisions without the crutch of the rating. Also, if growth and development is really at the center of your performance management philosophy, how will you integrate career conversations and developmental resources. The relationship between goals, performance, career and compensation will undoubtedly change and it’s important that managers be brought up to speed.
Back to Adobe, because in four years, they are proving out the model with a 30% decrease in employees quitting, a 50% increase in involuntary departures and a recouping of most of the 80,000 hours spent by managers annually on reviews.
As you execute on your own performance management transformation, don’t let communications and training be an after-thought. There’s a lot to cover and without an adequate communications plan you lack the bridge that connects the design of the program to the outcomes that you expect.
Meet Joe Larocque at the NCHRA Engagement & Recognition Conference - September 28th at Golden Gate University
Qualifies for 6 SHRM Professional Development Credits (PDCs) / 6.0 HRCI Recertification Credits of which 1.0 qualifies for Business credit and 1.25 qualifies for Global credit.
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Joe Larocque, Co-Founder and Director of Product Management, GuideSpark
The Employee Lens: A Look at Engagement From the Other Side
Top employers continually reinvent the workplace experience - with technology, social media and demographic shifts all driving increased demand for transparency and trust. In today’s world, employers must raise the bar and establish a true connection with employees in order to engage and retain top-skilled talent. Find out how to build trusted, meaningful connections with employees to drive engagement, retention and productivity, plus examine the growing relationship between Human Resources and Marketing.
engagement & recognition
Posted By Laurie A. Pehar Borsh,
Wednesday, July 27, 2016
Updated: Tuesday, July 26, 2016
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Don’t you love leaving your office thinking “ Oh boy, haven’t I done a lot today?” I certainly do, it’s a great feeling! That’s what productivity feels like.
Unfortunately, not everyone gets to experience it. In the US, productivity growth is slowing down significantly, andcurrently, it’s at its lowest since the early 1980s. In 2014 the output per employee declined to 0.7% from 1.2% in 2013 and the future outlook doesn’t look too bright.
On a positive note, there are a few things you can do to boost your team’s productivity. Maybe if we all work together towards increasing our team’s productivity, the global productivity will go up a bit? We can at least try.
Have a look at these productivity-boosting tips. Feel free to borrow them; we are always happy to share
1. Nurture the bond between your teammates
‘A company is only as good as the people it keeps’. Making sure that your teammates know how to work together and enjoy working together is crucial. Nothing improves productivity as much as social collaboration. Motivate your peers to regularly communicate with each other, online and offline, formally and informally. Keep them posted about how the company is doing, and make sure to involve everyone in key projects and events.
Nurturing the bond between your teammates is especially important now that the number of employees working from home is on the rise. By 2020, 50% of employees will be working remotely.
2. Use social technology
We are social animals. Social technology is widely present in our lives, and it’s getting harder to imagine living without it. According to McKinsey, social technology can improve communication and collaboration which in turn result in up to 25% productivity boost.
A survey done by Deloitte shows that employees who have access to collaboration technology are up to 20% more satisfied with their workplace culture. This number increases to 34% if the company supports innovation. emplo is a social collaboration platform that employees love; it has tremendous potential but it’s easy to use.
Use a personalized newsfeed to cooperate on multiple projects and stay up to date on key company events. Access to a knowledge base will encourage knowledge sharing and idea exchange.
“The frontier of human productive capacity today is the power of extended collaboration — the ability to work together beyond the scope of small groups. Today’s technologies have the potential to enable a very different level of business performance” – make a good use of them.
3. Encourage feedback sharing
People like to be praised if they do something well, but they also appreciate constructive criticism that allows them to improve their work and that’s what feedback is for. Both accomplishments and errors should be acknowledged. Receiving feedback is especially important for younger generations. Nearly 85% of Millennials say they would feel more confident if they could have more frequent conversations with their managers.
Here are some thought-provoking statistics:
- 78% of US workers said being recognized motivates them in their job
- 35% of workers claimed lack of recognition as the biggest hindrance to their productivity
- 16% of employees left their previous job due to a lack of recognition
emplo offers different feedback options: 90, 270, 360. It’s easy to conduct and interpret. You choose what kind of feedback to provide. emplo also gives you the option to provide instant feedback – a great way to casually let someone know they did something well or indicate areas they need to work on. Giving feedback doesn’t have to be a time-consuming process.
4. Turn off your email notifications
Every day we receive hundreds of emails. It is a great communication tool but it can be a real productivity killer if not kept under control. We spend around 13 hours a week checking emails, which translates into 637 hours a year and costs $1,790, 454, 120, 000 annually. That’s 13.4 times the wealth of Oprah Winfrey, Bill Gates, and Warren Buffett combined!
On average it takes up to 25 minutes to regain productivity after checking an email. Considering the number of emails we receive daily, that’s a lot of time lost. Agreeing to check your inbox only 3 times a day, for example, could save you a lot of time and significantly boost your productivity.
Thanks to emplo you could reduce your internal email traffic by up to 97% just like our customers did.
That’ all folks. Now go and turn your workplaces into more productive ones. Good luck!
About the Author
Senior B2B Marketing Specialist at emplo, responsible for marketing activities in the UK and the US. Spent 9 years living and working in the UK. Previously worked at Philips Healthcare and Datamonitor Consumer. Feels passionate about marketing and strongly believes in the power of good content marketing.
Are you ready to boost your productivity?
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HR TechXpo 2016 - August 19th - San Francisco Register today!
Posted By Laurie A. Pehar Borsh,
Wednesday, June 1, 2016
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If you’re thinking about retaining your employees, the first thing that might come to mind is offering them a raise. As it turns out, however, the old saying “money doesn’t buy happiness” might just be right. There are many other effective ways to keep talent happy and engaged without offering higher salaries. With nearly 3 in 5 (57%) people reporting benefits and perks being one of their top consideration before accepting a job, many employers are raising the bar higher when it comes to providing more to attract and retain talent. Using data from a recent Glassdoor survey, we’ve compiled the sixteen best employee perks and benefits that offer the biggest bang for your buck into the infographic below.
From our friends at SnackNation.
employee health and wellness
Posted By Laurie A. Pehar Borsh,
Thursday, May 19, 2016
Updated: Thursday, May 19, 2016
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By Kevin Sheridan, Chief Engagement Officer, Sheridan, LLC. Kevin will present his session, Building a Magnetic Culture Through Engagement and Innovation at HR West Seattle on July 15, 2016. Registration is now open for the all new HR West Seattle (the 2nd of 4 stops on the HR West 2016 roadshow!), join us for this exciting one-day conference.
The following article was originally published on his blog.
Gallup’s recent State of the American Workplace Study highlighted the single greatest thing you can do to increase employee engagement: hire the right managers. In fact, the study said that if you hire a manager who is disengaged, the workgroup they manage is three times more likely to be disengaged.
So even if you hire the right, highly engaged managers, they still need to know, and do, the most effective things to bring their work group to higher, and hopefully best-in-class, levels of engagement. And even if they know these engagement management “to dos,” they often forget to implement them, or execute them consistently.
So why not give them a checklist? Well, I created one for you and them, based on a key driver analysis of millions of employee engagement survey responses. The following suggestions are in order of importance. The Management Employee Engagement Checklist has been used by hundreds of organizations worldwide, with great success.
– Put a reminder in your outlook calendar to carve out one hour each week to recognize employees who do great work or accomplish great outcomes?
– Had a Career Development conversation with each of your direct reports during the last quarter?
– During this conversation, did you ask them where they wanted to be in six months or a year and offer them help to achieve that career objective?
– Also during this conversation, did you ask them what things get them passionate and excited about doing their job? Conversely, did you ask them what things disengage them while at work?
– Did you ask them what their passions and hobbies are outside of work, showing a genuine interest while listening to their response? On a related note, the next time they do great work, give them a gift related to that passion or hobby (such as a paperback book).
– Give your direct reports access to a free resource which will empower them to privately see how engaged they are, as well as get suggestions on what they can do to become more engaged. Here is a link to such a free resource.
– Given them clear instructions and your expectations on what outcomes they should accomplish in their job?
– Encouraged them to review a list of reflective questions to ensure they are in a job/role about which they can get excited and passionate? Here is a link to a free resource.
– Found ways to insert more FUN into your department and workplace culture?
This checklist will prove useful to ensure that your managers are fully leveraging the key drivers of employee engagement. It is a best practice that managers should review this checklist every month. Let it work for you and your team!
Kevin Sheridan is an Internationally-recognized Key-Note Speaker, a New York Times Best Selling Author, and one of the most sought-after voices in the world on the topic of employee engagement. He spent thirty years as a high-level Human Capital Management consultant, helping some of the world’s largest corporations rebuild a culture that fosters productive engagement, earning him several distinctive awards and honors. Kevin’s premier creation, PEER®, has been consistently recognized as a long- overdue, industry-changing innovation in the field of Employee Engagement. His book, “Building a Magnetic Culture,” made six of the best seller lists including The New York Times, Wall Street Journal, and USA Today. He is also the author of “The Virtual Manager,” which explores how to most effectively manage remote workers. Kevin received a Master of Business Administration from the Harvard Business School in 1988, concentrating his degree in Strategy, Human Resources Management, and Organizational Behavior. He is also a serial entrepreneur, having founded and sold three different companies.
Connect with Kevin Sheridan:
...don't miss the chance to meet and listen to Kevin (live and in person!) at HR West Seattle on July 15, 2016.
HR West Seattle
Posted By Laurie A. Pehar Borsh,
Wednesday, May 11, 2016
Updated: Wednesday, May 11, 2016
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Contributed by Eugene Dilan, Psy.D., Founder/CEO, Dilan Consulting Group
Note: Dr. Dilan will present his webinar, Employee Engagement: The Platinum Rule on May 20th from 12PM until 1PM. This webinar is complimentary to all NCHRA members ($49 for non-members).
Learn more about this event and to register >> here.
The dictionary describes engagement as “the act of engaging or state of being engaged,” but the term is much more complicated in reality. Experts do not agree on what it means in the workplace, or how to achieve it. There is no one-size-fits-all solution, to be sure, but success can be achieved if one understands the currencies of engagement and moves beyond the
Golden Rule to the Platinum Rule.
Some define employee engagement as a state of mind where one feels satisfied, empowered and committed at work. Others suggest it is characterized by such behaviors as persistence and initiative. Still others describe it as innate personal characteristics, like the right attitude, level of energy or point of view. Some define engagement as a combination of all of these. But, confusion over definition cannot distract from the importance of engagement. There is widespread agreement that an engaged workforce leads to higher retention and productivity, lower stress, better customer satisfaction and ultimately results. The cost of not addressing engagement is tremendous. A 2013 Gallup report showed that 70 percent of workers are not engaged or actively disengaged, placing the annual estimated loss in U.S. business productivity at $450-$550 billion.
With so many models for how to improve engagement, which is the best one? Unfortunately, there is no one model for optimizing engagement because not all individuals or organizations are alike.
The 12 Currencies of Engagement
People are like nations—that is, they will accept some currencies, but not others. Even so, some currencies are universally accepted. Examining a cross section of the most popular and researched models shows 12 factors most consistently reported to correlate highly with engagement:
- Engaged leaders and managers and an organizational culture that is nurtured at the top levels.
- Trusted leadership developed by honoring commitments and doing what is right.
- Timely, honest and consistent two-way communication.
- Amiable relationships with immediate supervisors.
- Respectful, collegial relationships with coworkers who do great work.
- Fairness in compensation, workload and negotiations.
- Pride in an organization’s mission, products or accomplishments.
- Appropriate and challenging opportunities for learning and career growth.
- Rewards or recognition for achievements, however small.
- Ability to influence decisions and have some control over the way one’s work is done, scheduled and managed.
- Flexibility in work location or methods, among others.
- Accommodation of personal needs.
This list reflects the most powerful currencies for inspiring engagement. But how do you know which currency or combination of currencies will be most effective? By knowing your audience.
Moving from Gold to Platinum
When it comes to culture and engagement, most thinking stems from the Golden Rule: “Do unto others as you would have them do unto you.” This is a good start, but there is a better way. Leaders must strive for the Platinum Rule: “Do unto others as they would like done unto them.” In other words, don’t assume others want what you want. Treat them the way they prefer to be treated.
In applying the Platinum Rule, we need to embrace the fact that engagement is personal, must be customized and is an ongoing, iterative process highly influenced by fluid dynamics between leaders and followers. This leaves many leaders wondering if it is possible, or realistic, to achieve it. The answer is yes, if leaders prioritize and invest time in relationships and building leadership capabilities.
To build leadership capabilities, consider using Emotional Intelligence as the foundation. Leaders who understand themselves and regulate their own behavior generally are more attuned to what is happening with their people. Ultimately, the leader’s ability to consistently deliver the right currency at the right time determines his or her effectiveness at engagement.
The Platinum Rule begins with active listening. Effective leaders notice that their people constantly communicate their desires through words and deeds. They become attuned to the currencies used by their direct reports and quickly gain insight into how best to engage and keep them motivated. This is where the Golden Rule provides a useful signpost; they probably behave toward others the way they wish to be treated. This method of assessing needs and wants also works up and across the chain of command.
Another approach, so simple that it is often overlooked, is asking people directly. In 2005, Sirota coined the term, “stay interview” to describe an ongoing, informal dialogue where one seeks feedback on the reasons why employees stay, matters that are going well or not and one’s performance as a leader. The goal is to stay connected. The 12 engagement factors can help, but it is essential to recognize that leadership behaviors are meant to drive and shape organizational culture.
Everything a leader does and says, consciously or unconsciously, models what is acceptable or unacceptable. It influences the choices one makes regarding strategy, structure, polices, procedures and their hiring and reward decisions. In short, employee engagement is not a one-shot effort to check off. It is a concerted effort to develop a partnering culture. Once you have learned what currency people want, you need to identify how frequently they want it.
An investment in your people will not go unrewarded. If nothing else, time spent getting to know them will communicate one’s genuine interest in them as fellow human beings, which itself goes a long way toward developing engagement.
About the Author
Eugene Dilan, Psy.D. is the Founder and CEO of the Dilan Consulting Group. He is a licensed psychologist, organizational development consultant and coach with over 25 years of hands on experience developing leaders and values driven performance cultures. He has worked internationally (including in Europe, Iraq and Afghanistan) across all functions and levels, including with C-Suite executives, and in a broad range of technology sector industries including aerospace, biotech, defense, energy, IT, and social media. Dr. Dilan is currently CEO of the Dilan Consulting Group, an organization that supports companies of all sizes, from startups to enterprise, and their team has a special knack for understanding engineering and science-based cultures. He recently served on the Division III board of the California Psychological Association, and is also a member of SHRM, and the American Psychological Association.
For more on Powerful Employee Engagement, visit: http://dilanconsulting.com/organizations.