High Performance Employer

Designing a High-Performance Work Environment

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

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

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

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

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

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

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

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

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

The Contexts for workplace design

There are four Contexts we need to understand:

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

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

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

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

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

Creating new habits by design

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

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

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

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

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

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

The formula for new habit creation

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

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

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

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

Achieving sustainable competitive advantage

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

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

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

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

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

During Andrew’s webinar he will:

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

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

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

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

 

 

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

 

 

 

 

Top employee desires

What Rewards Do Employees Want Most?

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

Employee happiness is essential

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

Why employee incentives have become more important

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

What kind of rewards should you offer?

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

Social recognition

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

Career coaching and professional development

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

Additional flexibility

Everyone who works for you is also balancing a wide array of outside commitments and obligations. A study of employee wants found that 35 percent of workers say they would benefit from more flexible work schedules, and 46 percent say that having more control over their time is one of the most important factors when they’re looking for a new job. Rewarding your top performers with greater control over when and where they work is a cost-effective method of increasing employee happiness and building loyalty.

Gift cards and trendy items

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

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

We all want to make our employees happy, so why not start by giving them what they want: an unbeatable rewards and recognition program in place. Learn how to kick off the right rewards and recognition program for your business by downloading The Ultimate Guide to Recognition.

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Effectively Navigate Organizational Change

Understanding Change and Its Impact on Engagement

By: Leigh Burger
Senior Implementation Manager, Achievers

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

The same goes for organizational change. Arguably though, organizations need to be in a continual state of change in order to move forward. Whether we call it “transformation,” “growth,” or just the natural evolution of the business – companies must continue to evolve in order to stay competitive and relevant, to employees and customers alike. In other words, organizations cannot afford to stay static for any length of time in today’s environment.

The ongoing need for change presents a tricky situation when it comes to employee engagement. While leading organizational change, you must be able to rally the troops’ ongoing support and understanding. Too much top down change at once can result in disengaged employees, which equates to a loss in productivity. Employees begin to feel as though they don’t have a voice or a sense of control. The weight of the loss of familiarity and certainty can bear down on employees until they start to fatigue, and slowly but surely, begin to check out. They might still perform their jobs, but they certainly won’t be putting forth their discretionary time and effort towards realizing the shared vision of the organization.

What may surprise you is this behavior should be considered normal. Our brains are wired to resist change. The oldest part of our brain – the reptilian brain – auto-responds to change with the fight or flight response. It takes practice to bypass that part of our brain and access the rational brain where we can use logic to overcome our innate, initial reaction.

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

How do we help eliminate the resistance? Where should your change-agent-leaders focus their efforts?

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

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

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

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

3) Employee participation in decision making.

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

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

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

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

 

 

Connect to the purpose of change

Staying Engaged During Corporate Change (Part 1)

By: Courtney Clark

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

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

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

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

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

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

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

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

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

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

Keep a lookout for my second guest blog post coming soon.

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

 

Most Valuable Work Habits

Which Habits Drive Superior Employee Performance?

By: Andrew Sykes
Founder & President, Habits at Work

In our previous blog, we explored how a company’s destiny is intimately linked to the Pivotal and Work Habits that its employees practice.

Employers have traditionally been inattentive to the design of employee habits, focusing instead on results produced. While this is a reasonable approach, employers have missed the opportunity to create environments that makes it easy for employees to practice both Pivotal and Work habits, which provide a difficult-to-see (and therefore difficult-to-copy) competitive advantage.

Pivotal Habits are the sets of health, happiness and financial security behaviors that prepare us to perform. They are the largest untapped source of increased human performance at work.

Practicing Pivotal Habits maximizes the probability that we show up to work each day full of energy, mental clarity and focus. If these habits are well supported by employers, they leave employees highly engaged with their work and their customers, and inspired to make a difference.

Practicing Pivotal Habits creates performance improvements in all people, irrespective of their roles in the business.

BRATLAB Habit Prescriptions: Which habits matter?

In our research at BRATLAB, we have found 9 collections of Pivotal Habits that consistently produce superior performance results.

Pivotal Habit Collections

 

Health

Move (exercise, stand and move more)

Nourish (eat for optimal performance, remove toxins like tobacco, moderate consumption of risky substances like caffeine and sugar, supplement as required)

Restore (sleep 7-9 hours, limit device usage, manage stress and adhere to drug regimens whenever required)

Happiness

Savor (savor positive experiences, practice optimism, express gratitude)

Focus (create positive relationships, perform acts of kindness and generosity, practice mindfulness)

Foster (use character strengths, show self-compassion, live purposefully)

Financial Security

Protect (purchase sufficient insurance, protect against identity theft and fraud)

Manage (learn and apply money management skills, reduce debt, create a budget and track spending regularly)

Save (save for retirement, create a short-term savings plan)

You’re probably not surprised by most of the items on this list, however the crucial details of the most effective version or prescription for each Pivotal Habit varies based on the outcomes we desire.

For example, if you’re interested in achieving improved cognitive function, then the current research says the detailed Move Prescription for producing that outcome is to do six minutes of high intensity exercise (like jumping jacks, burpees, high knees and a variety of other exercises that get your heart rate pumping) just before you need your brain to work best, and the effect lasts for the next two hours.

Alternatively, if the outcome you desire is reduced healthcare costs as an employer, then the detailed Move Prescription is doing medium intensity cardiovascular training, mixed with weight training, four to five times per week for 30 minutes at a time.

The devil is in the detail and the details matter to the kind of performance gains employers will see.

For most people and companies, the outcomes we want are “all of the above” and so we have to very carefully design the “lowest common denominator” versions of each Habit Prescription.

This is the work we do at Habits at Work, helping each employer find the Pivotal Habit Prescriptions that optimize employee performance AND that are a fit for those people and that company.

Which Work Habits matter most?

Pivotal Habits prepare every human being to perform better in their roles in life and at work. But this habits thinking extends to the details of our actual jobs as well.

We can ask, “Which behaviors, practiced again and again, will result in us performing our roles optimally, achieving the best possible outcomes in that role and for the customers and businesses we serve?,”

In the previous blog we labeled these our Work Habits and showed how they, together with Pivotal Habits, are the fundamental building blocks of corporate competitive advantage.

Unlike Pivotal Habits, these Work Habits are unique to every distinct role in a company. Defining what these habits are for each role should be a fundamental act of job design.

For salespeople, high performing Work Habits include making cold calls, holding effective sales meeting, making compelling presentations, sending thank you notes, updating sales management software, sending quality proposals, asking for the deal and ensuring contracts get signed.

For accountants, effective Work Habits include balancing the company accounts each month, issuing invoices, collecting outstanding money, paying creditors, producing monthly financial statements and answering emails only in the morning and late afternoon (to ensure uninterrupted times of focus during the day). A very different set of habits than those prescribed for effective selling.

Why do the details of Pivotal AND Work Habits matter?

Simply knowing that you should exercise every day is almost trite and somewhat useless. But knowing that the OPTIMAL type of exercise for performance in your role is short bouts of high intensity exercise, done at your desk regularly throughout the day, consuming even less time than you’d normally spend at the gym and requiring no special clothes, time off, or special facilities, makes a world of difference to:

  • the actual outcomes you get, and
  • your chances of practicing the habit at all.

The art of ensuring that people do what makes a difference to their performance, starts by designing “Habit Prescriptions” that are clear to understand, that are optimized to increase performance (based on research), and that are easy to fit into their already busy lives.

At Habits at Work, we help employers to define these Pivotal and Work Habits, and to optimize them both for ease of completion by employees as well as for their performance impact.

Now, with these insights in mind, let’s define the “design problem” for employers who wish to become High Performance Employers:

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

That’s the question we’ll answer in the last of this series of three blogs.

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

 

 

 

Trending HR Topics

Engage Blog: Top 10 HR Blogs of 2016

By: Kellie Wong
Social Media & Blog Manager, Achievers

How fast time flies! Can you believe it’s already 2017? Every time a new year rolls around, I like to reflect on the previous year. For Achievers and the Engage Blog, 2016 was extremely eventful. For starters, Achievers’ Customer Experience (ACE) 2016 was a huge hit, with amazing keynote speakers, including famous journalist Joan Lunden and CNN commentator Mel Robbins. From the 50 Most Engaged Workplaces Awards Gala to a stellar lineup of speaking sessions, ACE 2016 brought together a Who’s Who of top performers and thought leaders in the HR and employee engagement space. If you weren’t able to make our biggest event of the year last year, no worries. We have the sizzle reel right here for you to watch! Stay tuned, registration for ACE 2017 in New Orleans opens in just a few short months.

Here on the Engage Blog, readers enjoyed a wide variety of HR topics in 2016. Trending topics ranged from employee turnover and talent management challenges to top company perks and thought leadership on the hot topic of employee engagement. To recap the hottest HR themes from last year, we’ve compiled our top 10 blogs of 2016. A must-read for HR pros – and employee-focused management of all stripes.

  1. 30 Fun, Fresh Ideas for Employee Appreciation Day – Or Week!
    Do you know when Employee Appreciation Day is? Officially, it’s the first Friday in March. But because we love employees so much, we celebrate them that whole week! Regardless of whether you celebrate it for a day or a week, it’s the perfect time to show your employees some love. To help you celebrate in style, we shared a list of fun ideas to help spread employee appreciation across your entire organization – including how to enhance wellness perks and boost employee recognition. Read more >
  1. 4 Ideas For Celebrating Employee Anniversaries
    Show your employees how much you value their work and dedication by celebrating employee anniversaries. By observing major milestones, you are demonstrating employee appreciation and encouraging employee recognition. Yearly work anniversaries are no longer limited to just a mug with a “Congrats on Your 1-Year!” sticker on it. Discover new and refreshing ideas for celebrating employee anniversaries. Read more >
  1. Top 5 Best Company Mission Statements
    Does your company mission statement resonate with you? Company mission statements are meant to align an organization’s employees to a clear, primary purpose. If your company mission statement lacks luster, your organization as a whole might suffer.  Find inspiration for your company mission statement by checking out our top five list. Read more >
  1. 3 Biggest Talent Management Challenges for 2016
    Did you know only 39 percent of employees are “very satisfied” with their jobs? Why is this and what can you do about it? Sometimes employee dissatisfaction starts with management. It goes back to that famous saying, “Employees leave managers, not companies.” It’s a manager’s responsibility to help employees love their jobs. Discover three major talent management challenges and how to address each. Read more >
  1. 4 Signs An Employee Is About to Quit
    Employee retention is vital to maintaining company morale and reducing high turnover costs. It’s been estimated that employee attrition can cost six to nine months’ worth of a departing worker’s salary. Learn how to retain great talent by understanding why employees quit and monitoring for signs that they may be planning to leave. Read more >
  1. 5 Keys: How to Become an Inspirational Leader
    Don’t settle for average leadership. Learn how to motivate your team and become an inspirational leader. Marci Peters, Achievers’ Director of Customer Service, shares insight from her 20+ year career in customer experience and reveals five keys to unlocking the inspirational leader within. Read more >

  2.  Top 3 HR Trends for 2016
    What were the top three HR trends from 2016? At the start of 2016, we said it would be the increased use of data analysis, revamped performance management processes, and a shift in employee learning and development opportunities. Were we right? Rediscover the top HR trends we believed would carry forward into 2017. Read more >
  1. Characteristics of a Good Manager: What Can and Can’t Be Taught
    Good managers can make all the difference for a business and its employees. Can someone be taught to become a good manager, or is it something you’re born with? We share what we believe are some of the inherent qualities that contribute to making a great leader, along with characteristics that can be taught. Read more >
  1. The Best New Employee Engagement Ideas for 2016
    Engaged employees perform 20 percent better than others. Start boosting employee engagement with new approaches in the workplace, including gamification, weekly open “office hours” for employee feedback, and tools to empower brand ambassadors. Access our list of employee engagement ideas to help motivate employees to reach their highest potential. Read more >       
  1. Which Company Perks Attract the Best Talent?
    Who doesn’t like a list of the best company perks? Top notch benefits and perks can be an essential hiring tool and serve as your company’s competitive edge to stand out from the rest. From paid time off to wellness programs, we reveal which company perks attract the best talent. Read more >

As we enter the New Year, let’s remember that great customer experiences start with a great employee experience. And it shows up in the bottom line too! According to Gallup, companies with highly engaged workforces outperform their peers by 147% in earnings per share. Start by focusing on employee happiness, and you’ll soon see a positive ripple effect across your entire business.

Happy Employees = Happy Customers = Stronger Business Results

Here at Achievers, we want to take this opportunity to say “Thank you!” to our readers. We appreciate you taking the time to read and share the articles we put a lot of thought and love into creating, and we look forward to bringing you more great HR content on the Engage Blog in 2017. Keep a lookout for new guest blogs from top HR influencers and powerful insights surrounding employee engagement, leadership, work culture, rewards and recognition, recruiting and hiring, employee retention, HR technology, and more. Cheers to 2017!

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About Kellie Wong
Kellie WongKellie Wong is the Social Media & Blog Manager for Achievers. She manages Achievers’ social media presence and The Engage Blog, including the editorial calendars for both. In addition to writing blog content for The Engage Blog, she also manages and maintains relationships with 25+ guest blog contributors. Connect with Kellie on LinkedIn.

 

 

The Role of Work Habits

Employee Habits Are Your Company’s Destiny

By: Andrew Sykes
Founder & President, Habits at Work

High-performance employers enjoy higher than industry average levels of productivity per employee. Measures of this success include revenue generated per head, return on capital employed, speed to market with new products and customer delight. These measures point to what a business and CEO get by BEING a high-performance employer, but they don’t explain what it takes to BECOME one.

The Role of Pivotal Habits

An underappreciated source of employee performance is their health, happiness and financial security – what we collectively describe as thriving.

Many people think that health is a matter of luck or good genes more than lifestyle, that happiness is a right or is related to how many things or experiences they have and that financial security depends almost entirely on how well they are paid.

The reality is quite different: the largest part (well over 50%) of our health, happiness and security is achieved by practicing a relatively small set of habits.

But how does employee health, happiness and security drive employee and company performance?

When employees thrive in life and at work, they can focus their time, minds and energy on building new products, being innovative and agile in their approach, and working with greater clarity and stamina (not necessarily longer hours, but “fuller” hours).

If you’re the kind of employer that supports employees in achieving their most important life goals, your reward is their loyalty, engagement and commitment. This is what shines through when they do their jobs and delight your customers, driving higher growth and return on capital employed. In turn, this creates new opportunities for their career growth, which is an important driver of employee happiness, especially for a younger workforce. This is truly a virtuous cycle that, once turning, plays a role in the enormous success of some of the world’s highest performing employers.

Do employees view thriving as their most important life goal?

It may sound presumptuous for an employer to claim that they understand what it means for each employee to thrive at work, let alone in life. Yet, when we’ve asked thousands of employees the simple question “what does success look like for you and what do you want for your life?,” they universally give answers that fall into the three broadly-defined buckets of health, happiness and security.

The habits that create health, happiness and security are so important in preparing us to perform and sustaining our performance over time that we call them the “Pivotal Habits.”

The Role of Work Habits

Then, there are habits that make up work. They are unique to each person or at least to their role. We prefer to think of our roles in terms of outcomes, but the quality of our performance is really a matter of doing the same or similar things, really well, over and over again. We can, therefore, think about each person’s job as a collection of habits, and we can think of the purpose of our job as a set of outcomes to be achieved by practicing those habits.

We call these habits our “Work Habits.”

Pivotal Habits PREPARE US TO PERFORM by giving us the mental clarity, focus, energy and stamina, and removing stress, financial concerns and health challenges. They allow us to perform our Work Habits with high fidelity, quality and consistency.

Together, they ensure we achieve the outcomes our roles ask of us and more. The beauty of focusing on both types of habits is that we drive higher performance for our companies in a way that leaves employees more engaged. This is what delivers the competitive advantage for high performance employers.

But wait, surely competitive advantage comes from something other than employee habits?

What about strategy, execution, new products, corporate agility, innovation, market timing, and a long list of candidates for the “IT” factor that explains high performance?

Searching online for “corporate competitive advantage” produces nearly four million hits and there are shelves of books and a wealth of high quality research in favor of the importance of strategy (e.g. Porter), capital funding, execution (e.g. Bossidy and Charan), culture (e.g. Drucker), visionary leadership and competent managers as drivers of competitive advantage.

Although each of these factors is important, on closer examination it becomes clear that there is a fundamental or atomic view of what each of these drivers has in common.

The building blocks of developing an effective company strategy are a set of Work Habits for those in strategic development roles. Execution is clearly about the whole workforce doing what they need to do, consistently over time (Work Habits).

Well-funded startups are routinely outperformed by two people in a garage, absent funding but with just the right Work Habits to produce the next big thing. Great leaders are not born; they spend each day doing pretty much the same things: telling stories to people to inspire them to build their vision (storytelling as a Work Habit) and great managers have their own set of high-performance Work Habits.

Therefore, the future of your company, and whether it will be a high performing business or not, depends entirely on the effectiveness of the different Work Habits practiced by your employees (as well as the Pivotal Habits that prepare them for sustained action).

Again, the fundamental unit of corporate competitive advantage is the habits practiced by your employees.

In fact, so strong is the link that we say, for employees and for your company, HABITS ARE YOUR DESTINY.

What makes high performance companies different?

High performance employers recognize the link between employee Pivotal and Work Habits and performance at work. They design their workplaces (the physical space, business processes, social networks and how they tell stories about their business to employees) in such a way that it becomes easy and natural for employees to practice these important habits. Pivotal and Work Habits are like the motor that turns the wheel of corporate performance.

Wheel of Corporate Performance

Why should CEOs care?

Most CEOs and other business leaders miss that:

  • Employee health, happiness and security are strong, yet underappreciated drivers of performance. At our Behavioral Research Laboratory (BRATLAB), we’ve spent the last decade researching just how strongly Pivotal Habits drive performance. Bottom line: Their impact is significant, perhaps greater than any other opportunity for improving employee productivity available to business managers today.
  • It is employee habits (both Pivotal and Work Habits) that are the fundamental unit of competitive advantage for companies, and becoming a master at designing for these habits will provide you with a difficult-to-copy, sustainable competitive advantage. Difficult to copy because few other CEOs recognize the fundamental role of habits, and sustainable because employees will thrive, rather than burn out.

This leaves two big questions: exactly which habits matter most to performance (both Pivotal and Work Habits) and how do we design our companies to make it easy and natural for employees to practice these habits?

These questions will be answered in my next two guest blogs. Check out my second guest blog: Which Habits Drive Superior Employee Performance?

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About Andrew Sykes

Andrew SykesFor more information contact Andrew at Andrew@habitsatwork.com or read more online at www.habitsatwork.com or www.BRATLAB.com

 

 

 

 

Reasons to welcome the millennial influence

The Demands of Millennials Make Our Workplaces Better

By: Anna Peters
Content Manager at College Recruiter

For all the complaining about Millennials and their approach to the modern workplace, they are actually responsible for much of the change happening in the modern workforce. Their entry into the workforce, was accompanied by a slew of stereotypes, followed recently by a round of myth-busting, with statistics and all, aimed at debunking those stereotypes. As an “ancient Millennial” myself (a term I borrow from journalist Jessica Grose), I can attest that at least some of the stereotypes come from kernels of truth, but like most stereotypes , they must be taken with a grain of salt. More importantly, many of the changes Millennials bring to the workplace are actually good for everyone. Change is always hard, so it’s natural to initially oppose or question the forces of change. However, most of the changes that Millennials have brought about have actually made for a better workplace.

The influence of the Millennial generation is not to be underestimated, if for no other reason than its size. According to a recent report from SHRM, (“Millennials: Misunderstood in the workplace?”) as  Baby Boomers exit the workforce, an even greater number of Millennials will continue to enter the workforce to take their place. In fact, it is estimated that Millennial workers (those born between 1980 and 2000) will make up more than  half of the workforce by 2020. And, according to Pew, they already make up the largest overall share of workforce, having surpassed Gen X’ers in 2015. With those facts established, here are four reasons to welcome the Millennial influence:

Generalization #1: They need constant feedback: Millennials grew up in a feedback culture. Some say that Millennials are obsessed with getting positive feedback (you’ve likely heard of the “trophy generation”, but put simply, it is the belief that we are doing our youth a disservice by lauding them for mere participation rather than awarding success.). But even if that’s true, it likely contributed to an encouraging new trend – the phasing out of annual performance reviews. An annual performance review simply doesn’t tell us enough in today’s fast-paced business culture. If HR hears a complaint about an employee but their 8-month old performance review shows high marks, that documentation does little to advise any action. In 2017, we will likely see employers implement more regular feedback conversations along with frequent “pulse” surveys to help identify and address employee concerns in a more timely, actionable fashion.

When employers engage employees in regular, smaller-scale conversations, both management and employees are better equipped to deal with issues as they come up. This in turn helps employees to feel more engaged because they know their suggestions and concerns are being listened to. Furthermore, by combining these mini performance management conversations with real-time feedback tools for employees, management can help facilitate a culture of transparency in which both positive and negative business outcomes can be celebrated or addressed openly.

Generalization #2: They demand more work life balance: One of my favorite Millennial trends is that men are beginning to demand more time with their families. They ask for paternity leave more than their fathers did, for example. And because married Millennials overwhelmingly co-lead a dual-income household, they can’t buy into the 80-hour work week like their fathers did before them. As a recent article in The New York Times put it: “Millennial men—ages 18 to early 30s—have much more egalitarian attitudes about family, career and gender roles inside marriage than generations before them, according to a variety of research by social scientists. Yet… workplace policies have not caught up to changing expectations at home.”

Likewise, a Department of Labor report also highlighted the growing importance of paternity leave as men consider whether to accept a job, noting: “Paid paternity leave may be a key workplace benefit for retaining high-skilled workers. In a 2014 study of highly educated professional fathers in the U.S., nine of out ten reported that it would be important when looking for a new job that the employer offered paid parental leave, and six out of ten considered it very or extremely important. These numbers were even higher for millennial workers.”

Millennials came of age watching their parents work long hours and aren’t convinced it translates to a happier existence, or even a fatter nest-egg for themselves. With this in mind, employers would be wise to encourage work-life balance in the name of productivity and worker satisfaction. Even the U.S. Commissioner of Labor Statistics agrees that hours with your butt in a seat does not equate to more productivity, “Only if we increase our efficiency—by producing more goods and services without increasing the number of hours we work—can we be sure to increase our standard of living.”

Generalization #3: They need hand-holding. It’s true that most managers don’t have time for hand-holding. However, research published in the Journal of Workplace Learning shows that companies who have a “culture of learning” rely not just on managers to disseminate information. Not only does their training help them perform their job functions better, but employees who are able to embrace learning and growth opportunities also feel more valued and engaged, doubling the value for the company. Learning happens laterally too, often facilitated by a co-worker (“Contextual factors influencing the facilitation of others’ learning through everyday work experiences” by Andrea D. Ellinger Maria Cseh), so managers don’t have to feel the exclusive burden of teaching their staff everything.

Generalization #4: They feel entitled to career advancement: Climbing the corporate ladder just isn’t as important to Millennials as it was to their parents (see Generalization #2: they value more work-life balance.) When they see their managers put in long hours at the cost of their personal lives, it doesn’t look appealing. In addition, Millennials learned the difference between “management” and “leadership” before they even entered the workforce, and the 80 hour week management job that only serves to maintain the status quo is not their idea of having an impact. Millennials might feel entitled to advancement in a different sense. They want to keep learning and keep contributing. If other generations in the workplace adopted this sense of motivation, you might not see a scramble to fill the senior manager job, but you’d have leaders everywhere.

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About Anna Peters
Anna PetersAnna Peters is Content Manager for College Recruiter. She manages all content, supervises a team of content writers and is part of College Recruiter’s senior management team. Her prior experience at nonprofits has made her an expert in directing volunteer recruitment and a champion for diversity and inclusion efforts. Connect with Anna on LinkedIn.

 

 

Recruit and retain top talent

7 Creative Ways to Attract Top Talent

By: Sara Sayegh-Moccand
Digital Marketing Specialist, SalesWings

The goal of every recruiter is to find a candidate that perfectly fits the open position. In fact, perfectly aligning a candidate with a company is the most rewarding experience a recruiter can have. When you hire the right person your company likely will not incur costs such as time lost in further recruitment efforts or in training somebody that might not be a perfect fit. To avoid extra costs, companies large and small alike need to find better ways to identify, attract, and subsequently retain top talent. The million-dollar question is: how?

1. Present good fringe benefits

The most attractive companies take all of the great benefits they offer and then adapt them to the position they are seeking to fill. For example, a senior engineer is likely older and more established compared to a candidate just entering the job market, perhaps emphasizing childcare assistance rather than the Friday night team outing would be more enticing .For an example of how offering great fringe benefits can help attract top talent, look no further than Google.

2. Share your talent transformation plan

Show candidates that you not only have a plan for their immediate future, but also how you plan to provide growth opportunities. Demonstrate knowledge of their current skills to ensure that they are in the right position, then show them the way forward through a clear training and development track.

3. Leverage LinkedIn

Engaging with potential candidates on social networks such as LinkedIn can be useful, even if the candidate isn’t currently interested in the position you’re offering. A good way to approach this is by sending a message to the candidate with a link to your company website. You can also use a tool like SalesWings LinkedIn message tracking to score the level of interest of the lead. Perhaps the lead clicks on the link but doesn’t show any interest at the moment. With message tracking you at least know that they clicked on the link, so you can follow up by providing more information if necessary, hoping that the same lead will one day turn hot. Remember that 75% of professionals are passive candidates – meaning they’re not actively engaged in a job search – so it pays to have any edge in order to grab top talent before your competition does.

 4. Sell the work environment and profile

Showing candidates the great opportunities that come with working for your company can be a fantastic recruitment tool. For instance, giving examples of succession plans or the career progression plan of already hired talent recruited into a similar position can instill a level of confidence in the candidate that their employer will work to further their career.

A company should be up front about what is needed in order to be successful in a new role. If a candidate needs to develop new skills, the company should accordingly have a plan for how to help them develop those skills. Be open about internal and external training, any smart candidate will immediately see the benefits of developing their skills as they will have something to add to their CV.

Finally, talk about your company’s embrace of employee recognition. Employees crave employee recognition, with 93% of employees hoping to be recognized quarterly, if not more frequently. Share your company’s enthusiasm for recognizing great work and how employees are rewarded, whether through monetary rewards or social recognition.

5.  Seek to be acknowledged in a “Best Places to Work” ranking

Top candidates usually target high ranking “Best Places to Work” companies. Everybody loves to work for a company that treats employees well, so it is a good idea to exhibit the qualities the aforementioned high ranking companies do. Even if you don’t get acknowledged for your efforts immediately, you will still have taken important steps to make improvements in this area.

6. Focus on marketing

Integrate every digital marketing tactics into your recruitment efforts so that your talent acquisition team can identify, attract and engage with talent more easily. With this strategy, you can also target potential candidates before they begin their job search in earnest. The day they make their decision to leave their current company, candidates will send applications to a large number of other companies or agencies. With this method you can beat them to the punch, and be the company all other recruiters are competing against.

7. Employer branding

Demonstrating why your company is a great place to work is becoming a critical part of recruitment strategy. The LinkedIn report MENA recruiting trends 2017 reveals that over 81% of leaders in MENA countries need to invest more in employer branding. This is because employer branding has a significant impact on hiring top talent.

Your corporate website and LinkedIn page are great places to build your employer branding. A poor user experience on the career section of your website can negatively impact your brand, meaning you will receive fewer applications in general, let alone those from the top talent in your industry.

A great example of an employer branding strategy comes from Starbucks. In 2015, they used Twitter and Instagram to promote their brand. Potential hires had the opportunity to communicate with current employees by using the hashtag #sbuxjobschat. This allowed them to learn what inspired people in their jobs and what people look for in a company.

To sum up, communication is key to attracting top talents – if you don’t explain why your company is a great place to work, you will not attract the best candidates. Good luck and best wishes for a fruitful and rewarding new year!

If you’re looking to lure top talent, check out the blog post 12 Tips for Writing the Perfect Job Description.

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About Sara Sayegh-Moccand

Sara Sayegh-Moccand The author Sara is a digital marketing specialist at SalesWings, a website tracking and lead scoring add-on. The software identifies your most sales-ready leads based on their website activity. It analyzes your leads’ past and future visits and scores their level of engagement/interest.

 

 

 

 

New Hires Engaged Employees

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

Studies on turnover estimate that when an employee leaves a company it can cost the organization between 30 to 250 percent of that person’s annual salary due to factors like loss of productivity and other associated replacement costs. BambooHR shared its research on turnover with the Society for Human Resource Management, saying the average company is losing one-sixth of its new hires in the first six months. Providing a competitive compensation and benefits package is important, but in today’s market, retention also requires making new hires feel engaged, aligned and connected from Day 1.

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

1. Promote affiliation with people from the start

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

2. Look beyond money to drive desired behaviors

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

3. Develop an onboarding system that engages quickly

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

Ideas for early recognitions include recognizing new hires for how quickly they get up to speed on their new job responsibilities, how well they are connecting with their new co-workers, or how frequently they participate in culture-building activities. In order to reinforce a culture of recognition and achieve ongoing employee engagement as a result, recognitions should be frequent, meaningful and tied to company values. In fact, Gallup recommends at least every seven days. Conclusion: Engage employees and integrate them into the company’s culture of recognition from day one through recognitions given early and often.

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

Learn how to build a culture of recognition by downloading The Case for Employee Recognition Ebook.

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