Each day, more employers abolish their annual review system. Why? Because feedback delayed an entire year is arguably worthless, accomplishes negative value, creates fear of feedback and decimates corporate resources. For the annual review to succeed, feedback must be ongoing throughout the year, and the annual review cannot produce surprises. Any employer who over-attends annual feedback and under-attends daily feedback is in critical need of realignment. As showcase employers such as Adobe, GE, Microsoft, Accenture and Deloitte have recently rejected the annual review in favor or regular conversation, they understand that performance appraisal done right is the catapult to success!
Jack Welch’s 1980’s described “rank and yank” methodology at GE has merit, if and only if, the 10% being guillotined after one year of poor performance are 1) provided the tools to succeed along the way, and 2) damage controlled short of a full year’s underperformance. Frequent feedback by education-empowered leaders is most certainly inherent to the success blueprint. Leaders must effectively lead daily, not just annually.
Does Your Company’s Annual Review Deserve a Kick to the Curb?
Are leaders often late in preparing and/or delivering the annual review?
Are employees shocked by ratings and feedback?
Has your company encountered legal argument or unemployment defense because of instrument content or omission?
Is the benchmark employee flat-lining between or after reviews?
Is compensation becoming more tied to timing than merit, serving more as a COLA than a performance accolade?
Annualized reviews have become default policy due to conformity with once widespread practice and a desire to delay cumbersome, often cookie cutter, legalese documentation. HR information systems, while offering efficiency to the tech savvy, are often exacerbating the practice through irrelevant templates, impossible to align. There’s a much, much better way. Consistent with young employees’ reliance upon push-button and command control feedback through technology, a revamp of the system absolutely improves engagement and productivity for today’s and tomorrow’s workforce. Let’s keep up with the changes!
What Should the Annual Review Look Like?
A “no surprise” recap of the year’s challenges, improvements, progress against prior goals and goals/resources for the future,
A meaningful, customized instrument to facilitate progress rather than to impede progress,
Benchmark plan of forward-moving feedback, rich with self-evaluation tools made quick, accurate and easy through metrics,
Deployment of criteria which in no way provokes and in fact reduces legal argument,
Consistent, applicable, weighted metrics which align job description, goals and compensation,
Where collective bargaining is applicable, alignment with said agreements.
Not an exhaustive list, these are the critical starting points. Opportunities exist to deploy several evaluation formats within a single employer, as long as lawful and fair consistency exists at a department and/or job function level.
Is a Great Performance Appraisal System Enough?
Yes, as long as we clarify that a great appraisal “system” cannot exist without the following:
• Getting the right people in the right company seats,
• Selecting, developing and continuing lifelong learning for the right leaders,
• Properly deploying magnets and motivators,
• Adapting to unique employee learning styles,
• Understanding and appropriately addressing the unique talent intensity and interrelatedness of each company role,
• Dedicating laser focus to legal, fiscal and brand risk management.
Legislation in Employment Law Necessitates Valuable Rewrite of the Review
The earlier weight on personal attributes now produces a 6+ figure risk for employers who miss the cues for rewrite. Given the many attributes stemming from culture, religion, genetic and medical protection, we can no longer consider personality, attitude, mood, and/or any characteristic which may attach to a protected class. While many employers are still missing the point, the more savvy, such as HRS clients, are finding not only risk management but also improved productivity outcome by swapping workplace behavior ratings for personal characteristic ratings. Actionable ratings without insult and risk better pave the way to success.
When crafting the review, consider ratings which align with job description and meaningful criteria to the unique job. You’re one of the rare few if a universal template actually fits the purpose. Most templates can be the culprit to your leaders dreading and delaying the evaluation process. If a leader is already evaluating the criteria on a daily basis, dropping the rating into the appraisal is simple. If a leader doesn’t find the criteria naturally relevant or described in applicable terms, the blank stare and frustration will replace and likely reverse progress.
Deploy “Appreciative Inquiry” by driving what’s going well to such an extent that it overpowers that which is going wrong. A recent HRS survey of 3000+ validates positive feedback 4 times as powerful as negative feedback. That being said, over-attending the positive without documenting need for corrective action can provoke a legal challenge for a well-intending employer. Failure to prove an employee was cognizant of substandard behavior and chose not to succeed will posture wrongful discharge claim, even beyond the obvious blemish to fairness. Balance is critical.
Originating in military protocol, the annual review emerged into mainstream workplaces circa 1950’s as a metric to rank, recognize and review compensation. Due to changes in leadership case study and employment law, the annual review is now under review itself. Employers continue to prototype 360 reviews and peer-to-peer bonuses. Both have their niche, but both can backfire dramatically if wielded haphazardly without precise control.
It remains absolutely the strongest ROI to invest up front into a custom, ongoing performance management system. Relevant tailored tools and lifelong leader development safeguard time, energy and risk at every evaluation rollout. Managers should not dread or find cumbersome the evaluation process. Evaluation should be at the very core of leadership. Of more than 60 performance appraisal formats available through HRS, we still find ourselves further customizing the instruments for improved client outcomes. Without exception, the appropriate fit minimizes waste and improves outcomes for all. It is far too often the inappropriate use of templates which has threatened the reputation and results of the review system.
Furthermore, because leaders are entirely disposable if they don’t create better performance in those who depend upon them, it is the performance evaluation system upon which company success relies. We at HRS advocate, design and facilitate leadership development and performance management systems that position an employer for success. We deliver and we see the results!
This thought leadership article was initially produced for IBAW and subsequently licensed by request to BizStarts.
Jessica Ollenburg - Saturday, November 21, 2015
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I've been leading charitable concerns since age 10, when my dad charged me with organizing a successful MDA carnival held at our home. Once you've made a positive impact, provided you have a moral compass, you are fueled for life! I am privileged to know so many great charitable leaders and equally privileged to enjoy so many great contributors in my circle of friends, family and community.
Through the tumultuous drama of juggling adult egos, I find daily comfort and pride in the knowledge of having helped millions and raised millions. In that vein, I suppose I self-served my own conscience. (Fade to Phoebe Buffay on “Friends.”) What I'll never get...is how some can let self-interest override their commitment to greater good. I can't say I care 'why' someone facilitates good...just do good!
As a volunteer leader, I've never taken a paycheck for service, but I've learned to set limits and be very selective in allocating my already overspent time and resources. I've supported hundreds, if not thousands, of causes... disease, legislative, economic, youth, community, education, ethics, professional, environmental...you name it! I've earned a healthy collection of honors and awards along the way. I won't be stopping any time soon, nor will my friends and family.
Along the way I’ve learned many valuable keys to success, which should be deployed for ongoing greater good at warp speed. That being said, I’ve also learned this country needs nonprofit reform now. It's stunning how many undeserving organizations are getting away with nonprofit tax exemption, while diverting attention and resources away from more critical deserving causes. If you feel compelled to address taxation in this country, don't lose sight of bogus nonprofits and/or tax exempt nonprofits defying their covenants. George Costanza's "Human Fund" is alive and well. What I've also learned is that the lazy and self-serving are effectively alienating our best contributors. We need to clean house in some areas and refocus the spotlight in others.
Truly Serving a Great Cause…
While I’ve been associated with many, many organizations, today marks 5 years since I announced retirement from Arthritis Foundation leadership. The success with a truly great cause, as earned through great effort, inspires reflection and celebration. For many reasons, I retired at the completion of Board term which coincided with regional reorganization, which I helped facilitate. I miss the AF, and I’m thankful to keep in touch with so many friends met through service! Over 11+ years time with amazing people lending powerful contribution, I was fortunate to have chaired 2 record breaking annual balls and 2 record breaking annual walks, sponsored 3 Fox televised awareness campaigns from my backyard, instigated an awareness campaign for juvenile arthritis
, advocated successfully to U.S. Congress, and sponsored/served on leadership committees for 14 other successful AF events. Helping millions and raising millions, with loyal family and friends, we championed a great cause. That being said, I am humbled by the enormous impact we made, and I remain today so appreciative of the opportunity to have worked with great people.
More Lessons Gained Through Success…
Every great cause comes with challenge. If it didn't, it wouldn't exist as a real cause. Through challenge comes lesson. Here are a few keys to success which I have learned are somehow not obvious to all:
• We must allow nonprofit employees pride for their mission without allowing them to mistake taking a paycheck from a charity as actually serving the charity. Paid employees need to take the effort at least as seriously as the donors. Above and beyond is where true service lies.
• Volunteer leaders, whether involved or not in the selection and training of staff, need some defined management authority over employees. Carefully select, train and hold accountable the volunteer leaders.
• Charitable events are everywhere, every day. It's a competition to gain support. Any misfires in implementation need attention as missed opportunity to serve the cause.
• A true supporter of an ongoing mission is likely unwilling to "whistleblow" a bad act under charitable governance. A walkout, somewhat quiet, is more likely. Pay attention and investigate. As with any disengagement, find the information.
Through exhaustion or frustration, try to stay engaged. Keep the keys to success in your hands, “shut up and hang on,” and get it done! Push through the challenges, because the positive impact is well worth the effort. Cling to every helpful cliché you can, including “anything worth doing is difficult to do.” If everyone really did their part for even just a little while, imagine what we could accomplish together.
For me, my longest tenure has been devoted to these organizations who surpass the bar and actually deliver to essential cause, cause for which I am passionate. I look for co-leaders who rise to the task and well-serve their responsibilities. I send deep appreciation for those who continue to persevere challenges, because great causes deserve great perseverance. My many, many volunteer leader peers agree.
As a closing thought, I am compelled to wholeheartedly thank friends, family, community and professional peers for every greater good they have championed and/or will champion in the future. I am fortunate to have worked with some great Boards, Committees and Councils as leader, member and/or reporting consultant. We need more great people to step forward, and we need it today. Grab your family and friends as you step forward. "It takes a village."
Jessica Ollenburg - Saturday, October 17, 2015
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In a world where virtual and remote work are more prevalent, autonomous work systems are already necessary. Employers find advantage in creating accountability metrics which properly evaluate a job well done, and allow employees to self-evaluate in alignment. Where this is achieved, quality employees are empowered to determine their own ability to take PTO without jeopardizing performance outcomes. The obvious reality, however, is that a wealth of employees, by their own standards or by lack of structure, will not rise to this task. The additional realty is that many jobs, regardless of their incumbents’ initiative, are simply not built for this protocol. Unlimited PTO (Paid Time Off) is worth consideration on its merits and applicability.
Where classified properly according to current FLSA standards, certain exempt employees are somewhat able to modify work schedules on their own volition. The keys to this include their positions’ interdependence upon real-time communication and collaboration with other roles. Being accessible at a specific moment matters for many functions. Certain hourly employees, by nature of job description, may be highly accountable to specific work schedules. Any employer attempting to structure benefits according to FLSA status must lawfully avoid any ivory tower policies. An organizational analysis will be necessary.
The Society for Human Resource Management (SHRM
) reported less than 2% of employers deploying unlimited PTO systems. While this practice is certainly a heated discussion point and potentially on the rise, many employers are simply not candidates for this program. At HRS we’ve experimented with similar programs since the 1990’s, and many have worked quite well. In our version, we’ve used our own “comp time” as an add-on within the PTO benefit. In doing so, we’ve been able to attach additional PTO in consideration to specific job outcomes and in balance to extraordinary bottleneck needs. What makes us great candidates are our wealth of self-evaluating exempt roles, key metrics in place, remote work practices, and an organizational size and assessment process that allows us to hire only the best.
Where Unlimited Paid Time Off Pays Off
Alleviation of PTO tracking and need for balance sheet carryovers for accrual basis employers.
Employees can focus on work needs and business outcomes by choosing timing without concern for PTO accruals and losses.
A survey of 2000+ adults by Ask.com found that 69% will gravitate toward a job offering unlimited PTO.
Top employees are less likely to jeopardize work results when PTO can be deferred until downtime or ability to seek better self-coverage.
The employer has created a singular culture of teamwork and assimilated work ethic where abuse is unlikely and team members are responsible to other team members.
“Inbox Zero” to quality standards is a requirement and is contingent upon continued PTO.
Relaxed minds are unequivocally more productive and creative than stressed minds, (except for the short-lived adrenaline response some of us enjoy.)
Unlimited PTO shows employees you trust them, a leadership tactic that works fabulously with those who will achieve.
Where Unlimited Paid Time Off Creates Unlimited Disadvantage
An HRS survey
of 3000+ adults reveals work hours 150% less important on average than job advancement. Unlimited PTO abuse for coworker employees in a team function adversely impacts the advancement of all. (Listen to: Coworkers who don’t pull their own weight
Hourly nonexempt employees in many operation queue systems are needed to be timely in place for full scheduled shifts.
FMLA tracking, especially where paid leave substitution applies, will need even more complicated and consistent lawful application.
Attendance enforcements in academia and key community initiatives become culturally and practically challenged when not enforced on-the-job.
While the average employer saves only 52 hours per year in PTO tracking, the uncaptured opportunities may far outweigh these benefits.
Employees who lack intrinsic career motivation will likely abuse the system. This extrinsic reward fails to motivate the intrinsically de-motivated, and chaos prevails.
The work-life balance demands of the over-coddled sector of workforce newbies are not realistic. While many of today’s twenty-somethings are “setting the world on fire,” others need more structure and less participation ribbons before it’s their turn to raise the next generation and save the world.
Constructive resignation becomes a likely burden, barely actionable in the process.
Employers such as Evernote, GE and the Virgin Group have made headlines with their unique approaches to structuring unlimited PTO; however, rarely it is available to learn the precise structure, demographics and outcomes of their own policies
. Employers today are called upon to re-evaluate their own PTO approach, keeping in mind what is and is not applicable to their own infrastructures. Once policies are in place, bear in mind the unlawfulness of penalizing an employee for using a benefit.
Americans already rarely use all of the PTO days to which they are allotted. Similar to how the minimum wage is meant to be a benchmark upon which to add an increment, for most, the PTO schedule is meant to be a benchmark upon which to subtract an increment. For some, unlimited PTO removes the metric needed for work schedule planning and judgment purposes. Unique employers will ultimately determine the fit.
HRS has designed, consulted on and reviewed PTO policies for thousands of employers over our 30+ year history. PTO policies need to consider internal and external equities, legal compliance, job design, organizational structure, vision and the unique culture/demographics of a specific employer. As with most HR/OD policies, one size certainly does not fit all. Please contact us for expanded information and solutions on this topic!
Jessica Ollenburg - Monday, August 31, 2015
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Susan Haise, Owner of Neroli Salon & Spa
and the Institute of Beauty and Wellness, leads with her heart and mind in symphony. While many business leaders find dangerous conflict of interest by mixing the two, Susan’s natural talents define a magnificent culture of trust, supported by a relentless commitment to education. Her passion and pursuit of excellence are compelling.
The keys to success for any employer are to create an aligned brand that delivers upon expectations and supports both mission and operations. Neroli and IBW are each positioned on quality, experience and education. Susan delivers to her team members exactly what she wants delivered to her clients and students. She “pays it forward” with astute understanding that environment, culture and experience are equally important to quality service and top level education.
Neroli’s mission… “To renew the spirits and awaken the minds of all whom we have the opportunity to touch.” Neroli’s culture… “We believe personal and organizational balance is the key to sustainable success. We believe in treating ourselves, each other, and the planet with care and respect.”
When the Affordable Care Act began peaking with questions, twists and heated controversy, Haise quickly called to action an open invite educational campaign for Neroli team members and IBW students. While most employers avoided dialog (except that mandated by the ACA itself), Haise deployed HRS to deliver an uncensored and unbiased third party expert forum, fielding team member questions on any ACA topic and promoting complete transparency into all sides of legislative and individual consumer impact. Both supporters and naysayers of the act attended. Grace in education and open minded inquiry were accomplished. Now two years since educational campaign commenced, Susan reports that every day navigation of the ACA has been easier for all.
Susan embodies the educational commitment of HRS, and we submit Neroli/IBW’s case study as a prolific example of education done right. True education depends upon discovery of opposing viewpoints with open minds. While we typically advocate against shining a light on a problem, in this case confusion and fear were the problem, and the employer shined a light on the solution: education and transparency. The program delivered exactly what team members needed to know and addressed questions they likely otherwise would not have known to ask…all while strategically supporting the organizational mission with custom curriculum. Ongoing resources were then available for updated information throughout the ACA’s journey to date. HRS further certified the educational campaign and ongoing commitment as employer “reasonable care” in compliance, facilitating additional written communications to the team. Haise comments…”We have successfully navigated the waters, and our team is comfortable today understanding their ACA rights and responsibilities specifically because of our educational campaign with HRS. They are aware and informed. They know information is accessible.” Where employers shut down information and behave "cloak and dagger," they lose employee trust. Once again, Haise optimized trust among team members. Trust is motivating, leading to top shelf employee engagement.
Employment law influences and often dictates workplace practice. As a precursor to the educational campaign, HRS facilitated the custom crafting of Neroli/IBW's employee handbook by consulting directly with Haise and her executive team to recommend policies which not only align with but also accentuate the brand. Follow up implementation training and on call consultancy were next steps.
While case and statutory law shape our recommendations, we typically recommend the handbook language educates employees as to how policies are deployed to uphold law and to protect workplace fairness and consistency. Inasmuch as we see some competitor legalese actually planting seed for complaint and disgruntlement, we advocate language which yields positive outcome instead. An opportunity exists to leverage compliance as a workplace benefit. Susan Haise adopted recommendations which are both comprehensively lawful but also precisely supportive of education and culture.
A leading businessperson who has not only mastered culture and brand but who keeps a keen eye, hour by hour, on the numbers which drive fiscal success, Susan is no stranger to the reality that financial acumen is the empowerment and sustainability of the ongoing mission. An award winning entrepreneur, Haise has created and sustained award winning businesses since 1993. Named among the “Best Places to Work” by the Milwaukee Business Journal for five consecutive years, Neroli Salon & Spa operates five popular locations, while the Institute of Beauty and Wellness remains the pre-eminent “go to” for top industry education. Both firms under Haise’s leadership have earned multiple industry innovation and business success awards and are said to have “changed the beauty industry.” And of course, as great leaders do, Haise shares the credit with her executive team.
As a trusted resource for employer case study and information, HRS reports and recommends the Neroli/IBW story as an example of “mission accomplished.” Certain this organization will not rest on its laurels, we look forward to the next chapter. HRS emphatically advocates a commitment to strategic education, adaptive to the learning styles of individuals and team demographics with custom curriculum to best support operational success and mission objectives. Handbook policies are equally important for expert custom crafting, while templates fall critically short of the goal. Haise’s mission for Neroli/IBW capitalizes on unique competitive edge and visionary innovation. Adopting status quo practice along any criteria would derail the mission and impede the noteworthy success.
HRS serves holistic management information and operations solutions to business leaders and HR/OD professionals. Areas of focus include HR, Employment Law and Organizational Development. Headquartered in Brookfield, WI, HRS delivers international reach with a local commitment to an audience of approximately 5000 employers. The highly decorated firm celebrates a fourth decade of success.
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Jessica Ollenburg - Thursday, July 23, 2015
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While most employers tend to finance formal classroom or seminar learning for leaders, substantial opportunity is missed when more targeted and cost-effective methods are overlooked. Embracing our 4th decade of dedicating ourselves to the understanding of cognitive function and the variety of learning methods, we offer the following 5 key rules to success.
1. Address the 84% who prefer roundtable to classroom learning.
Learning goals differ among individuals, as do learning styles. Audience adaptation is paramount. While kinesthetic learning outpaces auditory learning more than 2:1, classroom and/or seminar activities are less effective than hands-on and interactive learning. Top academic institutions certainly get this, and they heavily deploy group tasks, case studies and hands-on assignments as key training methodology. Classroom is the set-up to learning, but most will forget the “talking head approach” unless follow-up kinesthetic training is meaningfully deployed.
Kinesthetic learning is preferred by most, and it consists of do-it-yourself or tactile activity. Interactive Q&A done well can address this learning style. Visual learning is the next preferred, consisting of videos, observation, pictures and graphics. Auditory learning is the least preferred learning style, consisting of lecture, listened instruction and/or audio-training. When learning style is unknown, kinesthetic or combination methods are best deployed as a default.
2. If the message isn’t delivered 3 times, don’t bother delivering it at all.
The average human mind must receive a message 3 times before long term memory is invoked. Long term memory is defined as only 20+ minutes’ duration. While we all know exceptional learners who can receive instruction once and simply get it, these learners have likely learned their own trilogy memorization techniques, such as visualization, note taking, rehearsal, role playing or others.
Trilogy training curriculum must be deployed at least two-fold. Not only do we repeat any message 3+ times to our immediate leader learning participants, but we must also help them execute trilogy training with those they then train. All leader learning should not only consider the knowledge transfer to immediately trained leaders, but also a “train-the-trainer” approach.
3. Preserve pride and safe harbor while training leaders.
One of the biggest mistakes is internal training of leaders where hierarchy is present in the room. Seasoned leaders, especially, shut down critical questions when either their supervisors or those whom they supervise are present. In doing so, learning assessment and learning itself both suffer dramatically. While building trust between supervisor peers requires careful protocol from the experts, a relaxed mind accelerates learning and builds supervisor teamwork in a support system beneficial well beyond the immediate training exercises.
“Old school” leadership training started and ended with salesmanship training. While more than 16 effective leadership styles are profiled, a leader can only lead to the extent subordinates are willing to follow. Beyond salesmanship, therefore, substance is more important than ever. Supervisors who are transparently incorrect will lose team confidence fast. In many environments, new hires may have received more leadership training than those to whom they report. In many cases, either the talented new hire then resigns or is forced out by implying an ability to advance past the supervisor. Experts address these topics through “safe harbor” methodology.
4. When choosing a trainer, embrace that speaker and facilitator skills are reverse-correlated.
Unless a panel discussion, the act of speaking in front of hundreds or thousands most often requires an ability to disconnect from the audience and rehearse a scripted presentation. Some speakers are more of entertainers than subject masters, and while humor is engaging and promotes auditory and possibly visual learning, Q&A may suffer. These presenters most definitely have their effective place in the schemata of combination method training; however, be careful when choosing them for a rapport-building coaching role. Very few can effectively transition between the two.
For roundtable methodology, choose a facilitator who is a subject master and assessor who can meaningfully answer unanticipated questions and tailor curriculum to learning needs. Ensure that meeting skills and Gestalt protocol are simultaneously trained as not only immediate training enhancements but also to ensure company-wide meeting effectiveness improves as well.
5. Market leadership training as not only necessary but also an employee benefit.
The benefit component is easier to market when a third party trainer is brought in. However, every investment into the team is in fact a benefit to be boasted. Effective leadership training creates transformational leaders and improves career path and success rate for all trained and all reporting to the properly trained leaders. CEOs, newly promoted team leads, or anyone in between should find improved time management, job satisfaction and job success through effective leadership training.
Beyond these 5 key rules, leaders need regular refreshers and self-forgiveness in re-grounding to the basics. While leadership training needs to help leaders advance, leadership training for many needs to remind leaders of the rote redundancy which the intelligent mind would prefer to move past. Adaptation is critical. Employment law, motivation, corrective action, personality styles, six-hat thinking, appreciative inquiry, situational leadership and so many more topics are integral to leadership training, yet missed by many “cookie cutter” trainers. Do not settle for less than the best!
A learning styles survey is available at AskHRS.com/learningsurvey09
As experts in Organizational Development, Employment Law and HR, HRS empowers business owners and C-suite leaders with fiscally savvy performance management solutions, custom to each unique employer. Leadership training and assessment are delivered onsite for our employer clients. Headquartered in Brookfield WI, HRS offers locations in Washington DC and Scottsdale AZ plus national satellites.
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Jessica Ollenburg - Wednesday, June 10, 2015
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When happy workers become complacent, work suffers. Simultaneously, demotivated workers are a substantial threat to business viability. A blueprint of empowerment exists.
Not long ago, many C-Suite leaders displayed skepticism when advised that ‘happy workers are productive workers.” To a limited extent, this skepticism served them well.
Per definition, motivation is a reason for behavior. The most widely accepted longstanding theories, such as Maslow and ERG, force us to question if “happy” is in fact the absence of motivation. If “happy” equates to Maslow’s self-actualization stage, why would happy workers be motivated to excel? Furthermore, is “happy” an effective measurement and business criterion?
Decades of studies have validated the pragmatic human capital approach to talent management, yet certain extremists are still peddling a “puppies and sunshine” approach to business. While “happy” workers are not necessarily a meaningful target, and are certainly not a lawful target, let’s explore a more prudent target.
Is “Happy” a Meaningful Criteria?
No astute business leader will ignore today’s five to seven-figure risk of incorporating terms like “happy” and “attitude” into performance criteria. Mood disorders are specifically protected by the EEOC, especially via the Americans with Disabilities Act and its subsequent amendments. Therefore, evaluating happiness can be discriminatory per both statutory and case law. All performance appraisal toolsets that previously carried this language are no longer safe to deploy and require recrafting. With expert guidance, updated terminology equally protective of workplace outcomes is available.
Highbrow thinkers often characterize “happy” in the same realm of “utopia,” where “happy” exists as a non-sustainable target rather than a constant state of being. That being true, optimum productivity exists in the individual who can achieve fleeting happiness in the workplace and finds that work excellence is the path to attainment. That worker, in the proper performance management system, then repeatedly pursues the fleeting sense of “happy” through positive work behaviors, well-aligned with the organization’s goals. This assumes the worker is at socio-economic level beyond basic safety and security needs. An employee whose food and shelter are threatened may throw “happy” out the window quickly for extra money or job security.
Today’s expert business leader recognizes that motivation cannot happen without hope and incentive. Demotivation occurs when employees are not properly rewarded for positive performance. An employee who exceeds expectations may not repeat the excellence if behavioral reinforcement is absent. Rewards, however, must be commensurate with the performance. Both extrinsic and intrinsic rewards collaborate together in a well-aligned system, refraining from impinging upon the other’s efficacy. A bonus for only adequate performance, for example, strips intrinsic motivation and creates a derailing reward system. A bonus for no performance, as today’s federal government often promotes, most certainly strips motivation and threatens productivity.
A Relaxed Mind is a Productive Mind.
More meaningful than the elusive “happy” is cognitive ability. Productivity and creative problem solving are increased when negative noise is averted. The noise of fear, anxiety and negative emotion shut down the capabilities of most, while a few might benefit from a brief adrenaline rush through sympathetic nervous system response before crashing. Where a team member believes he or she can succeed and shall receive betterment as a result, and where the negative noise is quiet, the team member is exponentially more likely to demonstrate positive work behavior.
Quality of work life deliverables which facilitate problem solving are frequently deployed by companies who depend upon invention and creativity. Work campuses and work days designed to unlock mental energy flourish. Wellness is a powerful human asset which translates into positive corporate output.
And the Answer Is…
The discussion of “happy” workers is not only an irritant to many business pragmatists but also lacks legal risk management and, quite frankly, lacks tangible meaning. The real discussion is about workplace productivity as defined by motivation, environment and leadership. Again, motivation is a reason, and complacency will not do. Failure to deliver proper incentive will also not do. We advocate and deliver lifelong learning for leaders, accompanied by proper crafting and delivery of performance management systems. New leaders do not instinctively know how to lead and require solid formal training, often in a kinesthetic learning environment. In any talent-intensive organization, getting the right people doing the right things is the heartbeat of success. Keeping talent management at C-level authority is critical.
Jessica Ollenburg - Thursday, May 14, 2015
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On the night of August 17th, 2012, Miami Marlins outfielder Giancarlo Stanton stepped up to the plate with his team losing 5-4 to the Colorado Rockies. It was a game between two last place teams well into the Major League Baseball season, and few people around the country were likely to witness what was about to happen.
Stanton was facing a young pitcher by the name of Josh Roenicke who was fairly effective in his role – keeping opposing batters off base. He was even more effective at an even more important role, preventing opposing batters from hitting a home run. He was a valuable piece to the Rockies bullpen, and a valued team member. After falling to a 1-2 count, Roenicke looked to have Stanton exactly where he wanted him…on the verge of an out, and on the verge of meeting his goal.
This is when the magic happened. Giancarlo Stanton sent the very next pitch deep into the bleachers in Left-Center field. The distance? An estimated 494 feet away. The longest home run in the majors since one of equal distance was hit in 2009. The pitch?
Why should it matter that a young player on a struggling baseball team hit a ball so far? Why should we care? This story matters because it illustrates something that we lose focus of all the time…
You don’t need to go after the fastball. You don’t need to swing at that pitch that’s straight and coming right at you. In fact, those pitches can often be the ones that are most enticing for pitchers to get batters to swing and miss at. In essence, they could be a “decoy.” The lesson here is that you don’t always have to lock in on the fastball.
Sometimes, it’s best to swing at the curveball.
Sometimes, that curve is going to give you the best opportunity to get a hit all day. At first, the curveball may shock you. You may not know exactly where it’s going. You may even get scared. However, if you do what Stanton did, if you size that pitch up and roll with it, you can hit that ball further than anyone else has ever dreamed of doing. You can not only meet your goals, but greatly surpass them.
When you’re strategizing and laying out your action plan, the standard inclination is to avoid the curves and focus only on what you know – the fastballs. We do this because the “fastballs” are exactly what we know them to be. We know exactly how fast and in what direction they’ll be coming in, and we’ll look to swing for the fences. We’ll look to tackle these incoming hurdles even if they’re well out of our comfort zone, because we know what they are. Sometimes, when you’re at the plate, the fastballs will all be garbage, but it’s the curveball that will provide the greatest opportunity for reward. You need to watch every pitch, you can’t ignore the fastballs, but you can’t ignore that curve.
You may think that it’s a wild card without any rhyme or rhythm, but it may just wind up being a slow, hanging pitch that you can knock right out of the park. The curveball may wind up being your greatest gift.
Let’s look at this using another analogy – language. The average person may be given the best, most helpful advice on the entire planet. However, if the advice were presented in a foreign language, we wouldn’t even blink twice at it. We would let it slip right past us. Why? Because we didn’t recognize it.
We as people tend to stick with only that which we know – the fastballs – and ignore what we don’t – the curve. What we need to remind ourselves of is that we’re missing so many opportunities by ignoring the curves. We may be missing a vital piece of information or a once in a lifetime opportunity that will give us our true “home run.”
We all need to do a better job of recognizing what is coming our way. Don’t just sit there and wait for the fastball when it may never come. Analyze what’s coming your way, recognize your opportunity, and hit the curve.
Matthew Bare - Wednesday, June 04, 2014
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No matter the organizational headcount, C-suite executives must focus due diligence upon talent management, workforce ROI and legal compliance. For any labor intensive organization, the keys to success rely upon increased workforce productivity, astute risk management and surgically cut talent dollars. In doing so, idle time, legal costs, under-utilization and any such wasteful spending must be avoided. Expert solutions exist and are catching on quickly. Those not paying attention will be left behind.
Employment law is ever-changing and requires daily research. Beyond pure legal advice, legal compliance experts need to deploy business acumen, organizational psychology and aligned mission commitment to deliver best decision tools and implementations. Top executives are earning spectacular ROI and competitive edge by finding their own perfect internal-external partnership balance. Some are outsourcing it all, but better options exist.
The options promoted here do not involve the outsourcing of the employment relationship. For many, outsourcing employees can be counterproductive to ROI. Employees want to feel part of a team, and in today’s world of “pay without play” where some label work a “choice,” employees often deliver commitment only with reciprocity and incentive. In many environments, outsourcing employees can be an expedient method of deteriorating engagement and productivity. Keeping workforce on the payroll and outsourcing certain or all HR management, however, can be a collaborative win for the entire organization.
Third party expert operations have long been enjoyed by employers of all sizes and cultures. Employers under 200 are eligible to partner for all HR operations. Employers of limitless size find third party partnership extremely beneficial for talent assessment, education, compliance certification and change leadership. Most employers will attain betterment through a stable, highly competent and dedicated HR team, rather than revolving part-time talent with limited versatility. Employers who embrace external experts enjoy competitive edge and visionary foresight. Top quality is accessed with keen cost control, unbiased expertise, widespread case study and flexible utilization.
As we re-evaluate the HR team, workforce headcount only matters so much. For the average employer, the optimal team is comprised of functional management plus specialists and support under the direction of a Chief HR Operating Officer (CHRO), a right hand to the CEO. CHROs can be internal or external partners. An established CHRO already succeeding is always to be treasured and protected, as premier talent is undoubtedly rare and worthy of appreciation.
When selecting a professional consultant as CHRO, employers should seek quick adaptability, C-suite proven excellence, vast third party expertise and, of course, flexible utilization for cost control. HR practitioners for top partner firms never stop learning, growing, embracing and delivering new value. Among many other deliverables, they bridge gaps and engage workforce into the company’s mission. CHROs should facilitate a highly effective and well-aligned supporting team.
Delivering fiscal due diligence, the average cost of third party partnership is less than the average cost of internalized operations. Done well, spectacular ROI is expected year one and builds substantially in consecutive years. Through selection of the right partner organization, the HR team stays in place, benefiting from learning curve balanced with constantly emerging fresh ideas and case studies. Access to dedicated expert talent on demand without idle time is a steadfast cost reduction and quality optimization technique. Impartial third party experts avoid bias and deliver information with enhanced credibility. Everyone wins.
In some organizations, CHRO and CFO responsibilities are merged. This yields mixed results. Merging CHRO and CFO roles can produce conflict of interest or limited perspective; however, both CHRO and CFO need a clear grasp of fiscal prudence, organizational psychology and legal compliance. Ideally, each of these practitioners is ready to deploy as needed but never underutilized. Neither role should be subservient to the other.
Some fabulous internal HR leaders exist in today’s companies, and many of them are existing or future HRS clients. They call upon preferred partners for compliance, talent assessment, education, decision tools, case studies, affirmative defense and third party expertise. Astute business leaders recognize these top performers and keep them engaged with incentive and growth. Partner organizations deliver the tools and opportunities for such growth.
Cookie cutter solutions are abused, overused and rarely appropriate in HR. Every employer is unique across widespread criteria, including but not limited to company brand, culture, history, demographics, business model and keys to success. Accredited consultants deliver the ability to assess and tailor programs which plug into these unique paradigms. Those who devote only to a single employer at a time and/or “job hop” do not necessarily deliver the third party expertise necessary to capture success opportunities.
While the essentials are somewhat universal, today’s business leaders enjoy a healthy range of HR options. Whether enjoying premier internal talent, premier external talent or a custom blend of the two, HR is never a remedial function. The HR function should be in the hands of those who deliver extraordinary legal knowledge, fiscal due diligence, talent management, lifelong learning for leaders, policy establishment, organizational communications, conflict reduction, operational efficiency and forward thinking, to name a few. HR is an executive function which, done poorly, can decimate an organization… and when done well, delivers impactful ROI, business sustainability and critical risk management. Today’s top executives keep it eye-level and empower extraordinary partners.
Article by Jessica Ollenburg, HRS Chief Empowerment Officer. Summary Bio.
Jessica Ollenburg - Monday, May 05, 2014
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As the world’s largest music festival, Summerfest not only presents rock stars, but also presents a rock-star employer brand worthy of spotlight and emulation. While the widget shop next door might not enjoy intrinsic stardom, the same techniques that reinforce and sustain Summerfest’s brand are those that can make any employer shine. Successful talent management aligns with successful employer branding.
We spoke with Eric Heinritz, Director of Food & Beverage Operations for Milwaukee World Festival, Inc. (MWF), parent organization to Summerfest. Heinritz offered us some of his leadership team’s most successful talent engagement tools, and these keys to success are accessible by every employer. Too many employers, however, continue to miss these opportunities.
As Dallas-based strategy, marketing and brand expert Dar Hackbarth describes it, “You have a brand whether you want one or not. Your brand, simply put, is not your logo or your advertising tagline; it is instead how people perceive you.” Brand management relies upon daily leadership commitment and so much more. Hackbarth continues, “The good news is that you don’t have to book Prince, Foo Fighters or Tim McGraw to create a rock-star perception about your workplace.”
Milwaukee Word Festival hires a few thousand quality seasonal employees each year and gets it done successfully. The organization's empowerment of the year-round team creates a magnetic culture. "It can be difficult to find organizations that are willing to loosen the reins and truly empower their employees. Empowerment is often laid out as lip service or what I like to call the 'faux empowerment tactic'," offers Heinritz. "The employee should be integral to a decision making process that affects his or her actual job, not simply put on a committee that plans the annual holiday party or organizes the company softball team. If an employee does not feel a true sense of ownership, they are not truly empowered and are not as likely to be fully invested in the job."
Align with the External Brand.
Hackbarth reinforces that a company’s workforce is key to a strong, believable external brand. “People are the most powerful brand touchpoint you have. They are likely the most frequent and in-depth medium via which you interact with customers. You can try to change your brand through different graphics or words, advertising or social media, but if your people are saying and doing one thing while your words and graphics are saying another, you lose.” He observed that Summerfest does a good job of interweaving its longtime smiley-face logo within the smiling, happy demeanor of its employees. “Summerfest markets itself as a happy place to be, and they do a nice job of educating their employees to be living embodiment of that smiling brand.” He continues, “Neither good external messaging nor educated people come first; neither is more important than the other. Rather, it is the ‘chicken and the egg together’ that make a branding strategy successful.”
Listen to Employees.
"Listening sessions are another great tool. Not only are you going to discover the common issues that the team struggles with, you will also likely gain some fresh ideas," delivers Heinritz. "The best listening sessions are those that are not run by a team's direct supervisors. The team is most likely to open up and freely share concerns and ideas when that intimidation is removed. It may be necessary to utilize an experienced moderator who will be able to keep the group focused on practical criticism and foster those fresh ideas."
To Eric's point, third party facilitated learning sessions continue to emerge in popularity. With an unbiased expert deployed, the meeting has structure and contribution without fear of reprisal. HRS regularly substitutes roundtables in lieu of seminars. The participation not only elicits important team ideas but also delivers empowerment and augments learning. Further supporting participation, most people are not auditory learners but rather kinesthetic learners. Heinritz adds, "Most importantly, these listening sessions will require follow through by management." Leadership response and positive energy are the building blocks to successful consecutive sessions.
Listening can also be in written form, and employee surveys have been widely used by countless employers over many, many decades. Heinritz discusses his company's survey success. "The addition of an employee survey last year proved to be one of the most powerful and impactful tools we have implemented in years.” Well-crafted surveys can evaluate processes, leadership protocol and team effectiveness. Surveys can be voluntary and better present themselves as an employee benefit where voluntary. However, those reluctant to volunteer can be just as or more important to contribute. Heinritz tells us the MWF survey was voluntary and offered protected anonymity, along with an option for further discussion with management. When crafting a survey, be certain to add only those questions employees are qualified to answer and management is willing to address. We caution against questions calling forth evaluation of practices outside respondents' knowledge base. However, well-crafted questions that anticipate response can assess impact upon employee engagement, and well-crafted questions manage expectations of potential outcomes. Similar to 360 reviews, language and anonymity must be carefully considered.
Build your Brand into your Employees’ DNA.
Taking the idea of employees as brand missionaries further, Hackbarth added that “the best companies bake their external brand into their core employee values,” He cited Harley-Davidson as an example of a company that does this well. “Most people intuitively get the Harley brand. What they likely don’t know is that the brand has its roots within five core company values: tell the truth, be fair, keep your promises, respect the individual, and encourage intellectual curiosity. These operating values are ingrained internally, they emanate outward from employees, they interweave into marketing efforts, and the world then sees them as the encouragement of freedom and straightforward American values, values we’ve come to associate with Hogs and denim.”
Hackbarth also cited an aviation company he worked with to help rebuild their external brand “from the employee out.” The company developed several ongoing education sessions to emphasize the ideas of brand selling, brand service, and daily brand behavior. These sessions were mandatory for new and long-time employees alike. The company reinforced the training by creating a quarterly recognition program in which rank-and-file employees nominated each other for specific acts of exemplifying the brand. “Sales and customer satisfaction numbers increased measurably as a result,” he said. “There are significant bottom-line benefits to having a workforce that all walks the talk.”
Employer Brand Management Delivers ROI.
Employers like Summerfest understand that getting their employees involved creates success for all. Techniques like the ones mentioned above are universal keys to success and have been studied and validated for more than half a century.
An employee who volunteers to weigh in on his or her own departmental tasks should certainly be heard; that employee repetitively performs a task first-hand and is therefore integral to decision tools in process design. Not only is that information valuable to process evaluation, but the employee will also feel substantially valued.
HRS has been “rocking” employee involvement training for more than 30 years, starting with Quality Circles in the early 1980's. We continue to deliver programs such as these herein, and we've had the good fortune of educational collaborations with many top employers including Milwaukee World Festival, Inc. Hackbarth summarizes, “If you create ways to align your external brand with your employer brand, and nurture employees who become a living embodiment of your external brand, you’ll amplify everyone’s perception of you and turn the volume up on your bottom line.” Hackbarth has guided countless employers in turning their brands “up to 11.”
For more information regarding our feature experts, please visit summary bios for each...
Jessica Ollenburg - Wednesday, March 05, 2014
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For any labor intensive employer, the study and practice of employee engagement is critical to business success, and as engagement success is relative to alignment of individual motivators, employee engagement must begin with the selection process. Without such commitment and proper toolsets, even the best engagement practices will erode, and demotivation shall ensue. Many instances of employee demotivation are entirely avoidable.
The study and acceptance of employee engagement practice is longstanding. Motivation remains an inherent component, if not synonym, to engagement. Motivation drives behavior in all workplace aspects including invention, performance, time-to-learning, collaboration, litigious behavior and attrition. Where employers successfully optimize motivation, organizational success is simultaneously optimized.
Maslow’s popular “Theory of Human Motivation” emerged in 1943. ERG and other theories quickly followed in support and expansion of common principle. Behavior modification experts continue to study motivation and demotivation as keys to engagement.
As we study engagement, the essential differences between intrinsic and extrinsic motivation must be keenly understood. Intrinsic motivation comes from within and represents a belief system shaped over lifelong experiences and culture. Extrinsic motivation is shaped and manipulated within a specific situation, such as the employer workplace. Extrinsic motivation is that which we focus upon in workplace engagement practices.
Extrinsic and intrinsic motivators each significantly impact workplace performance and retention. Research validates that manipulation of extrinsic motivation creates only temporary impact when intrinsic motivation is unaligned. So, what then occurs when we apply extrinsic motivation bandages to intrinsic motivation damages? We create only a temporary cure and a smokescreen unless we quickly change the employee’s core beliefs.
Whereas short term motivation is better than no motivation, a false sense of security can lead to disaster. Disaster is averted by better understanding intrinsic motivation of employees at the onset. Once we have concealed without addressing the problem cause, problem recurrence is likely.
In best talent management models, an employer’s pre-hire behavioral assessment exercises will archetype intrinsic motivators. Where we hire people who are already intrinsically motivated to succeed in our environment, we mitigate loss of motivation along the way. We then deploy our best employee engagement practices to earn a win. To succeed, engagement techniques must be supported by credibility of promise and sustainability of cause and effect.
Employee engagement cannot be successful without a well-aligned employee selection model. Maslow’s Hierarchy of Needs, ERG and later studies each discuss “needs” as motivators and the reversion principle to explain demotivation. According to these well-accepted findings, motivation is defined by stages of needs fulfillment. As needs are fulfilled, new goals are pursued. Motivation regresses when a need suddenly becomes unfulfilled. Employers can safeguard against such threats only by both assessing and addressing engagement needs. Failure to do so forsakes substantial business opportunity.
Behavioral assessment is a talent acquisition tool that can identify intrinsic motivation pre-hire. Specifically, by investigating the unique intrinsic motivators of pre-hire candidates and then ensuring new hires properly align with company mission and future vision, we ensure the sustainable effectiveness of our engagement practices. By deploying lifecycle talent assessments, employers are empowered to optimize engagement by hiring appropriately intrinsically motivated people. Employers are then further empowered to benchmark motivation throughout the journey, reliably measuring success of engagement practices and adeptly predicting outcomes with sufficient advance time to insert behavioral modification toward optimized success. HRS highly recommends assessment tools which deliver lawfully compliant, valid and actionable data. Assessment tools must earn employee buy-in to successfully kick off the employee engagement journey.
Please contact HRS for validation studies and discussion of specific models.
Jessica Ollenburg - Thursday, January 30, 2014
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