Employment numbers down in last quarter.

Some organisations recognise the importance of executing a well planned on-boarding process. The financial benefits are obvious. The sooner an employee is productive the sooner the return on investment.

Yet in my experience many organisations fail to understand the importance of on-boarding and how hard it is for new employees to assimilate into an organisation.

On-boarding and orientation/induction processes are confused. Orientation/induction are a series of discreet “housekeeping” tasks, for example setting up a new employee’s desk, computer, paying the employee on time etc. Many organisations believe this is all that is required. Like a “tick and bash” audit, a checklist is ticked off and the process is over.

On-boarding incorporates orientation/induction activities but it is so much more than this. It’s a process over a longer period of time. On-boarding is a purposeful and targeted process to ensure the new employee:

• Understands the organisation’s values and expectations.
• Acquires the knowledge and skills to be a productive team member.
• Develops long lasting working relationships with colleagues.
• Identifies relevant professional and career development plans.

A common on-boarding experience

I have firsthand experience of a poor on-boarding process. I was offered a HR job working for a large organisation several years ago. Like most new recruits I was keen to make a good impression so I arrived early at reception on my first day. Oh dear, that’s when things started to go downhill. The receptionist did not know I was starting, nor did my colleagues. I was allocated my predecessors desk. No one bothered to remove her lunch time supply of instant soup and tins of tuna from the desk drawer. I felt rather foolish asking my colleagues the simplest of questions. “How do I make a phone call”? “Where are the toilets”? The weeks that followed did not get any better. My manager left me to fend for myself. I had no understanding of the business issues or where I fitted in. I did not understand the organisation’s values or culture. Consequently I was completely overwhelmed and disengaged. Friends and family asked me “How was the job going”? My response was no surprise. I told them that if things did not improve, I would be looking for a new job.

The cost of poor on-boarding

Why don’t we implement a good on-boarding process? It makes no financial sense not to. The costs of turnover are significant for example, lack of productivity, training and replacement costs etc. In general, new employees only become really productive after six to twelve months in the role. So if it takes six to twelve months for an employee to be productive, why do we spend minimal time on-boarding employees? We certainly don’t treat new customers this way. We treat them with the utmost respect. We roll out the red carpet. We schmooze with them to ensure we retain their business.

At best a poor on-boarding process means employees are unproductive, unappreciated and disengaged. At worse, employees seek employment elsewhere if their needs are not met.

Ironically we are better at celebrating the departure of an employee. We buy a leaving present. We have a farewell lunch. A sharp contrast to when an employee joins an organisation!

What does a great on-boarding process look like?

One size does not fit all. Depending on the size of the organisation, the employees experience and the complexity of the job, on-boarding is different for each organisation and each employee.

Small things matter and first impressions count

Here are some ideas to make a new employee feel welcome:

• Contact them prior to commencement to check there are no questions.
• Take them out to lunch on the first day.
• Set up the desk including stationary, business cards etc.
• Introduce them to others on their first day.
• Have a welcome morning tea.
• Schedule on-boarding meetings and provide an itinerary.
• Buy a gift for them.

Involve a number of stakeholders

Involve stakeholders to assist the new employee in understanding workplace rules and specific tasks.

Besides the new employee’s manager and team members, examples of stakeholders include:

• A buddy who is an ambassador for the organisation. The new employee can ask questions which they ordinarily don’t feel comfortable in asking their manager. A buddy helps the new employee understand unwritten rules, idiosyncrasies and jargon.
• If you have a HR representative involve them in the process.
• Customers to understand their requirements.
• Other departments the employee interacts with.

Provide timely and relevant information

One of the biggest failures with on-boarding is overloading the employee with too much information too soon.

To minimise information overload:

• Provide a written on-boarding itinerary/checklist. It outlines what and when activities will occur and what is expected.
• Send out essential workplace policies prior to commencement.
• Provide a position description to ensure an understanding of role and expectations.
• Train soon after commencement to ensure early productivity.
• After being thoroughly trained in the job, provide information for greater organisational context. Topics include for example: the history of the company, the values, business strategy overview, and organisational structure.

Identify objectives and development plans

Set short, medium and long range objectives and development plans specific to the new employee. This assists in accelerating productivity and lays the foundations for longer-term career success.

Solicit feedback

Solicit feedback to increase self esteem. Ask what’s working, what’s not working and what’s missing. Checking how the employee is going ensures problems are dealt with promptly.

Management ownership

There is one last and fundamental point worth mentioning. The biggest key to success to on-boarding is the involvement of the employee’s manager. Remember my awful on-boarding experience? Well after 3 months in the role, my manager left. My new manager really supported me through the key challenges of the job. I stayed with the organisation for a further 7 years and I look back on my experience with fondness.

Whilst I have espoused the virtues of a good on-boarding process, it’s only as good as the people that are responsible for it. On-boarding doesn’t need to be complicated. It needs to guide employees through the various on-boarding stages. On-boarding requires ownership and engagement from key stakeholders if it is to succeed.

By Angela Godfrey

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Angela Godfrey and her business associate, Gabby Sken have been helping business leaders manage, motivate and optimise performance of their staff for over 20 years. They have gained experience as internal HR professionals predominately in financial services and have consulted to sectors such as education, telecommunications and professional services. Should you require HR consulting or coaching, please contact Angela Godfrey.

The post On-boarding employees – why don’t we do it well? appeared first on AdviserVoice.

How do you manage poor performers?

Having been an internal HR practitioner and now the owner of my own HR consulting business, I have been involved in managing poor performance many times.

A client recently contacted me about a performance matter. They had recently started in the organisation. One of their team members was a poor performer. The client was told by their manager that the employee should be dismissed. The client was concerned about this. Unfortunately the client’s predecessor had not provided any documentary evidence of poor performance. The only documentation was an appraisal which determined that the employee ‘met expectations’. The previous manager avoided addressing the poor performance and the appraisal was clearly less than candid. Dismissing this employee without any evidence or fair procedure was a litigation disaster waiting to happen.

The manager and I peeled back the issues and got to the heart of the problem. To cut a long story short, the employee had personal issues which affected their performance. The manager established expectations and built an effective relationship with the employee. I am pleased to say the employee’s performance is improving.

This example is not uncommon. The previous manager had failed to confront the issue. Admittedly managing poor performance is one of the hardest things a manager does in their career. We worry about the employee’s reactions. We worry about legal risks if we dismiss and we contemplate what will happen to the dismissed employee. However it is important not to procrastinate and to manage performance issues before they escalate.

Do’s and don’ts when managing poor performance

Do document the performance issues

Lack of documentation is not uncommon. For many of us it’s a laborious task so we don’t do it. However documenting the performance issues and the discussions provide an objective and logical assessment of the poor performance. Documenting the performance issue is an invaluable way of organising and reflecting on the issue. It reduces any confusion later on down the track. Naturally, you will also have a better chance of defending any litigation claims.

Do develop polices and follow them

Develop policies that outline fair and clear ways your organisation handles poor performance and dismissal. Follow your policies exactly and be consistent with how you handle every performance issue. Ensure policies are easily accessible to employees. Periodically review policies and ensure employees sign that they have read and understood the policies.

Do manage the issue

If you don’t act then under-performance is accepted as the norm. Team members are resentful especially if required to take on the poor performer’s duties. A culture of mediocrity pervades. The business cost is high as the poor performer hinders productivity and your high performers will quickly look for new jobs.

Address performance issues by open and effective communication. The key is coaching. You have an obligation to help coach the poor performer to success. Therefore it is important to:

1. Understand why the employee is not performing. This can be anything from personal issues, lack of motivation, lack of training or lack of skills etc.
2. Identify the problem and set expectations.
3. Provide assistance which includes for example, increased supervision; mentoring; training etc.

Do follow a fair procedure

Despite your support there are times when an employee’s performance does not improve. In these situations, it is important to implement a formal performance management process similar to the notion of “three strikes” before dismissing. Whilst there is no legal requirement to provide a certain number of warnings, undertaking a formal performance management process will:

• Resolve issues in a timely manner.
• Be a point of reference and documented evidence should an employee make a legal claim.
• Treat employees fairly and provide them with every opportunity to improve.

Step 1: Verbal warning. Whilst you are not providing the warning in writing, it is important to make file note and place this on the employee’s file. Provide the employee with a copy of the written notes regarding what was discussed.

Provide an opportunity for the employee to respond to your allegations or concerns in writing and file it.

Step 2: Written warning. Issue a written warning if performance does not improve. The written warning should outline the consequences of failing to improve.

Step 3: Final written warning. If the employee’s performance fails to improve, issue a final warning in writing. Outline that no improvement in performance will result in dismissal.

At each meeting it is important to:

• Be specific and define what needs to be improved. Don’t rely on gossip, rumours, or hearsay.
• Set out the specific performance problem clearly. Have examples prepared to be able to discuss and provide as much detail as possible.
• Get the employee’s side of the story which may revise the approach or treatment of the situation.
• Provide the employee with an opportunity to bring a support person.
• Together, agree a realistic performance plan (standards, targets or behavioural expectations) and reasonable timeframe. By agreeing a performance plan together, you are holding the employee accountable for their performance.
• Outline what support you will provide to assist the employee improve their performance.

Step 4: Dismissal. If, after taking all the previous steps, the employee’s work performance does not improve, inform them that you intend to dismiss them. Explain how their performance has fallen short. Give the employee an opportunity to state any reasons they believe dismissal should not occur. Take these into account before finalising your decision and address these reasons. If you decide to dismiss, issue the dismissal in writing.

The dismissal meeting – How to plan, prepare and deliver

If you do decide that the employee needs to be dismissed, you need to treat the employee with respect and dignity and ensure you mitigate your risks of legal exposure.

• Review the document trail you have prepared including the personnel file, file notes and associated documents.
• Develop a checklist of actions to be taken prior, during and after dismissal.
• Hold the dismissal meeting away from other team members.
• Don’t arrange the meeting at the end of week as the employee will not have the opportunity to access support services should they be required.
• Decide the best time to have the meeting that results in minimum disruption.
• Prepare a script and be clear on the main points you want to say.
• If the termination is tricky and you feel the employee will make a legal claim, consult a HR expert or employment lawyer prior to dismissal.
• Get to the point as the employee knows what is about to happen. Small talk will appear patronising.
• Be calm and don’t argue if the conversation becomes heated.
• After confirming dismissal, move on to housekeeping issues such as last pay cheque, accrual of annual leave etc.
• Consider how the employee will collect their belongings. Do you want them to leave and return later? Does the employee wish to collect the belongings? Does the employee want you to send the belongings home? Look at each situation case by case.
• Does the employee want to say goodbye to colleagues? Do you wish them to say goodbye? Again look at the situation case by case.
• If you believe the employee is volatile/hostile you may have to escort them off the premises. However it should only be used as a last resort as it’s humiliating and you don’t want to appear heavy handed.
• Cancel the employee’s access to computer systems and access to work premises.
• Provide transportation home e.g. a taxi if required.

Manage the reactions of the dismissed employee

There are several reactions in my experience.

• Even if they are aware of the likelihood of dismissal, the employee can be argumentative and refuse to take responsibility. They can become angry but it is important not to engage in a heated discussion. Remain calm and reiterate the reasons for the dismissal. Offer to give them a moment to collect their thoughts then quickly end the meeting.
• Some employees are emotional and others are quiet. In these circumstances the employee may not be listening. Reiterate your decision and give them time to come to terms with the outcome.

Things not to say in the meeting

Don’t say:

• “I am sure you will find a job”. This is simply not something you can predict.
• “It’s not my decision”. At the meeting you represent the organisation. You are accountable.
• “It’s probably for the best” This will agitate the employee.
• “I feel bad”. You can’t feel as bad as the employee.
• “This is hard for me too”. How can it be?
• “You are not as good as X”. Don’t compare. Remember the dismissal is based on failure to meet the performance plan.
• “It won’t take you long to come to terms with this”. The employee will not share your optimism at this stage.

What to say to team members

Consider the remaining team members. Some feel stressed as they feel they are next. Some feel sad. Perhaps the dismissed employee is a friend. Some feel relieved you have dealt with the issue. After all, they have taken on the work of the poor performer. Give them time to come to terms with what has happened. However you cannot discuss the reasons for dismissal with team members, even if they are aware of the situation. Develop a communication plan. This could be as simple, as “today was XX last day we wish them well in their in personal endeavours”. Then focus on how that employee’s work is handled as well as your plans to replace the dismissed employee.

Summary

There is no way to guarantee that an employee won’t make a claim against you. However following the above steps will mitigate the risk and assist you in defending claims. Furthermore, team members will respect you for the way you handled the poor performance and the dismissal.

By Angela Godfrey

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Angela Godfrey and her business associate, Gabby Sken have been helping business leaders manage, motivate and optimise performance of their staff for over 20 years. They have gained experience as internal HR professionals predominately in financial services and have consulted to sectors such as education, telecommunications and professional services. Should you require HR consulting or coaching, please contact Angela Godfrey.

The post Why we hate managing poor performers and what to do about it appeared first on AdviserVoice.

With over 20 years Human Resource experience and having attended countless interviews, here are my views on the reasons why interviews fail and tips on how to avoid costly hiring mistakes.

Poor questioning skills

When recruiting is something you only do occasionally it is hard to be an expert. Interviewing is a learnt skill that needs practice. More often than not interviewers receive no training. They learn by interviewing on the job and never receive feedback on their interview technique. If interviewing was that easy we would make successful hiring decisions 100% of the time. However the reality is that even talented managers make poor hiring decisions.

Often interviewers do not probe candidates’ responses to interview questions. They simply accept or reject what they are told at face value. They move unthinkingly from one question to the next but do not probe, clarify or ask follow up questions. In my experience, interviewers do not feel comfortable probing and do not want to be perceived as interrogating candidates. Their reluctance is due to lack of experience and training.

Consider investing in interviewing training as it can, for example, develop good questioning and assessment techniques. Training can be instructor led or be as simple as working one on one with a skilled recruiter.

I don’t know what I need

A big mistake is when an interviewer does not take the time to identify the qualities required in the role. Lists of generic questions are asked in the interview regardless of the skills required for the role. If the list of generic questions focuses on good sales skills yet the role requires analytical skills, the questions are irrelevant.

We all know the generic question “What’s your biggest weakness?” You will not get an insightful or an authentic response. Candidates have already rehearsed the answer. Go to Google and you will come across thousands of internet sites which provide typical questions asked at interview. It is not hard for candidates to come up with rehearsed answers. So what do we do about this?

• Ensure the questions are relevant to the role.
• Write a job description and identify questions using the job description.
• Ask each candidate the same questions.
• Devise a marking system. This will make the selection process much easier.
• Use Behavioural Interviewing which is a questioning technique that asks for examples of past experience to predict a candidate’s future performance. For example “Tell me a time when you….” or “Give me an example of when…..”
• Ensure the candidate can apply past performance to the role by asking future focused questions. For example “How would you do….” and “In our organisation how would you accomplish….”
• Ask open questions which start with the following words what, why, how, describe.
• Don’t forget to probe for further information.

In addition make sure you know what questions you should ask at interview. There is Federal and state legislation that prohibits discrimination against candidates on a variety of grounds including:

Examples of questions you can and cannot ask:

Can: What days can you work? What hours can you work?

Cannot: How many children do you have? Who looks after them when you are working?

Can Do you have any responsibilities that would interfere with travelling for us?

Cannot: Do you have children or are planning to have children?

Can: Are you legally eligible to work in Australia?

Cannot: What country are you from?

Can: Can you work on Sundays?

Cannot: What is your religion? Do you go to church on Sundays?

Evaluate a candidate on the wrong factors

Often interviewers try and find a new recruit with the same traits as current employees, or themselves. A candidate with complimentary, rather than identical skills is of greater benefit to a team. Look at the existing team dynamics including who fills what team role. Is there anything missing?

Similarly, interviewers rely on their first impressions. Whilst we cannot ignore our gut feelings be careful not to read too much into small observations such as how they engage with you or the quality of small talk.

Over reliance on the interview

Interviewers often assume all requirements for the role can be assessed through interview. Many things cannot be measured accurately during an interview for example technical skills and intelligence skills. Consider testing relevant to the role. For example: typing if you are recruiting a secretary. Numerical reasoning if you are recruiting an accountant.

Short term focus

Interviewers recruit for the short term by recruiting an employee who has all the skills required. Unfortunately the newly hired employee soon gets bored in the role. Hire employees for both immediate needs as well as future job requirements.

Too many or too few interviews

There is a common understanding that the more interviews the candidate attends the more accurate the hiring outcome will be. To a certain extent that is true. It is hard to assess in one interview that lasts about an hour. However numbers of interviews become repetitious and irrelevant. Candidates get frustrated when they are asked the same questions over and over. Candidates perceive that the interviewer does not know what they are looking for and are not decisive.

So what is the optimum number of interviews?

There is no magic number. However in my experience 3 or 4 interviews is optimum. The first interview should be all about building rapport and determine whether the candidate fits into the team. The second interview is about checking their skills and experience and asking probing questions. The third and/or fourth interview is about involving other key stakeholders to solicit their opinion.

By Angela Godfrey

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Angela Godfrey and her business associate, Gabby Sken have been helping business leaders manage, motivate and optimise performance of their staff for over 20 years. They have gained experience as internal HR professionals predominately in financial services and have consulted to sectors such as education, telecommunications and professional services. Should you require HR consulting or coaching, please contact Angela Godfrey.

The post Costly interview mistakes and how to avoid them appeared first on AdviserVoice.

Tips for keeping your employees happy

Most business owners agree that employee turnover is time consuming, disruptive and affects the bottom line.

The two most commonly asked questions regarding employee turnover, are “Why do employees leave? Do financial rewards work to keep good employees?”

Although rewarding employees financially is important it is not the only answer to keeping employees. Furthermore, it is important to understand that rewards do not always have to be monetary in nature but rather intrinsic rewards like treating people well, making them feel valued and an integral part of the business, carry equal weight.

So here are six proven techniques used by high performing organisations that if correctly put into action can not only save you money by reducing turnover but more importantly can transform your workforce to outperformance.

1. Review your hiring practices.

Nearly a quarter of employee turnover occurs in the first 45 days of employment.

Ensure that the people you hire not only have the skills needed but also fit into the company culture. Employees who connect well with their team and whose values and goals align with the company’s they are less likely to leave. “It’s the people that keep me here…..” is a statement often bandied around.

Ensure that you have clearly defined the role at interview and upon commencement so that there are no misunderstandings. Ensure you don’t oversell the role.

Engage new employees quickly. Have the employee’s workstation set up. It makes a big difference to walk in and have the computer, phone. desk and email set up and working. Introduce the new employee to relevant team members. It makes the new employee feel welcome and feel like they can jump into work straightaway, feeling productive and motivated. Make sure you focus on the “hygiene factors” such as confirming when the employee will be paid?

These tips seem quite obvious however you will be surprised how many new starters spend the first week sitting around feeling frustrated. At the end of the day, people just want to contribute and be valued.

2. Create a positive work environment in which people want to work.

A positive work environment will increase morale, reduce stress, increase job satisfaction and ultimately improve performance.

Create an environment where friendships are cultivated. Socialisation plays an important part in making people feel they belong.

Create an environment where employees feel supported by management and employees.

3. Foster employee development.

As employees gain knowledge, they become experts and as experts they often become more invested in the company.

Development doesn’t need to cost a lot of money. The 70:20:10 development model is effectively used by some leading organisations. The model is based on the following:

70 % – based on the job training for current and future roles, coaching, cross training for role sharing,

20 % – based on project work, shadowing a more senior member, acting roles,

10 % – based on formal programs, study reimbursement, workshops

Remember to promote within whenever possible.

4. Offer employees competitive salaries, benefits and perks.

Whenever possible, offer your employees industry competitive salaries and bonuses directly linked to performance. Otherwise, if this is not possible, offer other attractive benefits and perks.

Benefits might include, flex time, regular performance salary increases, remote working opportunities and working part time.

Provide other small perks such as a weekly fruit box, sandwiches on a Friday, a monthly desk massage, coffee on Mondays, a fancy coffee maker, a pet friendly environment. These may all seem small or insignificant but you will be surprised what a difference these things can make.

Use contests and incentives (movie tickets, wine,) to help keep employees motivated and feeling rewarded. If done well these programs can keep employees focused and excited about their jobs and build relationships while having fun.

The key is matching the benefits with what your key employees value. Put together an attractive package that employees will be hard pressed to find anyplace else.

5. Ensure your workplace is employee centred.

Managers should not treat employees as though they are lucky to have a job, rather they should be treated as though the company is fortunate to have them. Treat them like a valued customer. Work with them to understand why they come to work there, why have they stayed, what would make them leave, what are some of the non-negotiable issues?

Research has shown that there is a strong correlation between strong customer service and high employee engagement levels. Simply put, happy employees are very good for business.

6. Practice communication.

Communication is critical to strong employee engagement.

Ensure lines of commutation are always open on any topic and in doing so use communication to build strong employee/manager relationships. As the old adage goes “employees leave managers not companies”.

Here are some ideas to strengthen communication in your workplace:

• Share company information such as vision and goals. Feeling connected to the company’s goals is one way to create engagement.
• Provide recognition for a job well done. Praise that is sincere, timely and specific goes a long way to boosting morale.
• Equally, provide timely and specific constructive feedback.
• Ask for input before making decisions that affect the workplace.
• Hold regular meetings where employees can offer ideas, ask questions, information is shared.
• Have an open door policy that encourages employees to speak frankly with their manager.
• Communicate with your employees about their goals and aspirations and how you can help them get there. Understand what makes them tick.
• Communicate what is expected of them. It may seem obvious, but some employees don’t know exactly what their jobs entail and what you need from them.

In summary, employees want more than a pay check. In fact, most employees are motivated by developing their skills, a strong sense of community, relationships and job satisfaction resulting from being able to contribute and be recognised.

Interestingly most of these suggested ideas cost nothing or little to implement and according to research on turnover and engagement, the impact can be significant. So whilst employee turnover is costly, some powerful and effective solutions are not at all costly.

The overall objective is to create a workplace employees will not want to leave. Create a meaningful employee experience. Treat them like your number one customer.

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Gabby Skene and her business associate, Angela Godfrey have been helping business leaders manage, motivate and optimise performance of their staff for over 20 years. They have gained experience as internal HR professionals predominately in financial services and have consulted to sectors such as education, telecommunications and professional services. Should you require HR consulting or coaching, please contact Gabby Skene.

The post 6 simple techniques to reduce employee turnover and create an engaged workforce appeared first on AdviserVoice.

Know your employer obligations around staff Christmas parties.

You have delegated the organisation of the party to a few team members. They are feverishly ensuring the catering, venue and entertainment is in place. There is an air of anticipation. Employees are excited and are looking forward to celebrating. After all, it’s been a hard year.

Whilst you have delegated the organising of the party, did you know that as a manager or a business owner you cannot delegate your legal obligations?

Employers are responsible for the conduct of their employees in the workplace. A work related Christmas party is deemed an extension of the workplace. So if there was a complaint of, for example, sexual harassment against one of your employees, as the employer, you may be liable.

I have a confession to make. When I was an internal HR practitioner, I used to dread Christmas parties. It’s not that I am a party pooper. On the contrary, I love a Christmas knees up. However, Christmas parties are often formulas for disaster. After the party, senior managers and I dealt with really unpleasant issues whilst employees enviably nurse hangovers. These issues were mainly fuelled by alcohol. Anything from inappropriate lurid jokes, to sexual harassment claims to punch ups between party goers and even a near fatal accident.

These stories are great dinner party conversations but the reality is sobering. Let’s face it; these situations are not pleasant to deal with.

Imagine these three scenarios:

1. A loyal, high performing employee is culpable of a stupid and very inappropriate act. You had no alternative but to terminate them. Imagine informing team members of the employee’s termination? It would certainly affect morale.

2. The distraught employee who was sexually harassed by a colleague.

3. The employee whose reputation has been damaged. Inappropriate pictures of them have been posted on social media by their colleague and the post has have gone viral. How do you deal with that?

Believe me these scenarios happen. For employment lawyers it really is a reason and the season to be jolly. I have no doubt their billing hours increase exponentially in January as they deal with these sorts of issues.

So what are your legal obligations?

1. Under discrimination legislation, if there is a complaint about an employee’s behaviour at a party such as sexual harassment, the courts could still hold you liable. This will be compounded if you turn a blind eye to the complaint.
2. Under Occupational Health and Safety legislation, you still need to take reasonable steps to ensure the health safety and welfare of employees and guests are met. So for example, ensure employees don’t get so drunk that they end up in a brawl and in hospital.
3. If an employee suffers an injury on their way home from the party (which is an increased likelihood if they are worst for wear), you may still be liable to claims of workers compensation.
4. You are required to thoroughly and appropriately investigate incidents in a timely manner. If you overreact and terminate an employee in the heat of the moment without a proper investigation, you may be liable to an unfair dismissal claim. Conversely if you turn a blind eye you may be liable to claims by the aggrieved complainant.

So if I had it my way, I would ban Christmas parties altogether. Only joking…..I am really not the Grinch.

Christmas parties are a chance for you to thank your employees for their hard work and dedication. For your employees it’s a chance to let their hair down. Most people act responsibly and professionally but you know the saying “Its Murphy’s law. If anything can go wrong it will …… eventually”.

So how do you mitigate the risks of claims and minimise inappropriate behaviour? If incidents do occur, how do you deal with them?

Implement HR policies

Ensure you have the right HR policies in place. The main HR policies relevant to the Christmas party include

Employee Behaviour policy:

This policy should include:

• What is considered as appropriate workplace behaviour?
• What constitutes workplace harassment and unlawful discrimination?
• What can employees do if they are harassed or discriminated against?
• The implications if the rules are not followed.

Code of Conduct:

This policy should include:

• The workplace rules employees need to follow.
• Guidelines on behaviour at social functions and implications of inappropriate behaviour.
• The implications if the rules are not followed.

Social Media policy:

This policy should include:

• What the employee can and cannot post on social media. This is especially important at a Christmas party. You don’t want to deal with inappropriate posts and pictures that harm the reputation of the organisation or disparage other employees.
• The implications if the rules are not followed.

Train employees at induction about these policies. Refresh their understanding on an annual basis. At a minimum, ensure employees sign off annually that they have read and understood the policies.

By having these policies in place and ensuring that employees understand their obligations, you have a greater possibility of defending claims.

Send an email about the party

Prior to the party, at a minimum, send an email to all employees. Outline in the email employees’ obligations and bring to their attention relevant HR policies they are required to follow.

Here is a suggested email.

“As you are aware the Christmas party has been scheduled for XXX which commences at 7.00pm and ends at 10.00pm. Please be aware that the bar will close at 9.30pm sharp.

As this is a work related function, our expectations of you as employees continues to apply at the Christmas party.

Please ensure you re-familiarise yourself with the following policies XXX.

These policies not only explain the organisation’s expectations of you, they also inform you of the implications if you do not follow them.

Please ensure that you are professionally attired in line with the Dress Policy.

Please act responsibly regarding the consumption of alcohol to ensure your safety and the safety of others. Remember you are representing the organisation.

Any employees who appear intoxicated will be asked to stop drinking and, if necessary, will be sent home by taxi.

For all employees, we have made arrangement to ensure you get home safely. Please contact XX to arrange a cab charge voucher.

Please be aware that if you choose to undertake any activities beyond XX time, it is not the responsibility of the organisation.

Let’s celebrate a rewarding year and I look forward to seeing you at the Christmas party”.

Appoint senior managers as responsible monitors

Appoint senior managers and if you have one, appoint your HR representative to monitor alcohol consumption as well as deal with issues. Ensure they refrain from consuming alcohol.

You may think that this monitoring will stifle the celebrations. I am not suggesting that the monitoring be over bearing. Rather, senior managers should keep a watchful eye on proceedings and intervene when necessary.

In my experience employees who started to get a little bit inappropriate have thanked me the next day. By intervening, you stop them doing something regrettable!

Reduce consumption of alcohol

Consider the following:

1. Provide only beer and wine rather than spirits.
2. Provide plenty of non-alcohol drinks.
3. Provide sufficient food.
4. Provide alcohol to a prescriptive time. Be clear on the time of last orders.
5. Consider issuing drink tickets. That way, you can keep track and control drinks consumed.

Travelling home

Provide cab vouchers for employees or consider car pooling with employees who have not been drinking.

Don’t allow a drunken employee to wander out of the venue unescorted. Ensure they are accompanied by a responsible person who gets them home safely.

Investigation

Investigate any allegations following the party in line with your disciplinary policy.

Don’t just sweep the matter under the carpet and hope it goes away. You must take these allegations seriously. If you don’t, you may be legally liable if there is a claim.

Conversely don’t over react. There is plenty of case law out there that illustrates how employees have been terminated without proper investigation. Give the employee the opportunity to articulate their side of the story. Gather evidence and interview witnesses. If you don’t, you may be liable for an unfair dismissal claim. Successful claims can result in monetary compensation for the terminated employee or the employee can be reinstated.

Conclusion

If you are an employer, you greatly reduce the risk of any successful claims being made against your organisation if you follow the above steps.

Happy Christmas and enjoy the Christmas party!!

Angela Godfrey and Associates can assist you in developing a comprehensive range of human resources policies that meet your employment law obligations. Angela Godfrey and her business associate, Gabby Sken have been helping business leaders manage, motivate and optimise performance of their staff for over 20 years. They have gained experience as internal HR professionals predominately in financial services and have consulted to sectors such as education, telecommunications and professional services. Should you require HR consulting or coaching, please contact Angela Godfrey.

The post Should you ban the staff Christmas Party? appeared first on AdviserVoice.

When managed well, staff and recruitment can enhance your brand.

We have all heard from disgruntled friends, or have experienced first-hand as candidates, a badly managed recruitment process. It is not uncommon to hear that “I was interviewed so many times but they did not know what they wanted”; “the interviewer did not contact me after the interview”.

It seems that in our fast paced business environment, we have forgotten about simple business etiquette.

However does it really matter? The answer is yes. Consider the following reasons.

Attracting good talent

The ability to attract and retain good talent is essential to the success of any organisation. Even in today’s marketplace, attracting and retaining talented employees is challenging. The most talented candidates typically have multiple employers competing for their skills. These candidates are discerning and wait for the right offer. So if the recruitment experience is negative, you run the risk that the candidate you have invested so much time in interviewing, turns down your offer. Even worse the candidate decides to go with a competitor. The recruitment process is a window to the way your organisation operates and how employees are treated. If candidates don’t like what they see they will look elsewhere.

Retaining a pipeline of potential employees

Even unsuitable candidates need to be treated well. You may wish to contact candidates for future roles. However candidates will think twice about working for an organisation if the recruitment experience was negative.

The impact on an organisations brand and image

Nowadays candidates are become more demanding about what they want from the recruitment experience. They are not shy in sharing their negative opinions about the recruitment process whether it be by word of mouth or via on line social media posts.

See it from the candidates’ point of view. Applying for a role can be nerve wracking and overwhelming. Everyone fears rejection and inevitably there is only one winner, the successful candidate. The rest of the candidates get rejected. Also finding and applying for the right role is time consuming and takes considerable effort. So if the process is badly managed, candidates feel very emotional and justifiably aggrieved. Negative comments about the organisation can quickly spread and can influence other people’s opinions of the organisation. We all know the six degrees of separation theory. If six candidates have a bad experience they will tell six others who in turn tell six more and so on.

So how do you ensure that all candidates have a positive recruitment experience?

Advertising can sell your organisation

Advertising is the most common approach when sourcing candidates. The advertisement should have the usual essential content such as. Job title, location, salary and benefits etc. However the advertisement is an excellent opportunity to sell the organisation.

Tips to ensure your advertisement sells your organisation

In the advertisement describe the following:

1. The organisation’s culture and why your employees enjoy working there. This could be for example, flexible working, a team focused culture etc.
2. What the initial challenges will be and the rewards if these challenges are met.
3. How the role contributes to the organisation. This can be as simple as explaining, for example, the importance of the receptionist as the brand ambassador.
4. Outline what the ideal candidate looks like including qualifications, experience and the qualities required. Be careful not to outline a long shopping list of essential “must haves”. Candidates may feel your requirements are unrealistic and there is little room to grow and develop in the organisation.
5. Avoid discriminatory language for example, “You will be working with a fresh, lively and energetic team”. This infers whether it is intentional or not, that you only want to attract young candidates. By avoiding discriminatory language you ensure you attract a diverse range of candidates and you avoid claims of discrimination.
6. Candidates do not want any surprises when they are far advanced in the recruitment process so ensure the advertisement explains the additional steps in the process for example, a security check or a psychometric assessment.
7. Don’t use jargon that candidates don’t understand.
8. Ensure the advertisement is specific. Have a look on Seek and you will see that many advertisements say that the job requires for example, good communication skills or good team work skills. These are broad statements without much meaning. So be more specific about the skills needed. For example “The role requires good communication skills to be able ability to liaise, negotiate and build effective working relationships with senior stakeholders including the Board, the CEO and senior management”. This provides an understanding of the type and depth of communication skills required.
9. Link the advertisement to the organisation’s website address. Consider having a careers section which provides attractive information to candidates such as benefits, culture etc.

Act quickly and respond

If you want to attract high quality candidates then you have to be available to answer queries. This provides a professional image of the organisation and helps you sell the role to candidates.

However admittedly we are time poor. So if this is the case, be honest with the candidates about how you will manage their application. Use the following sentence at the bottom of the advertisement if you don’t have time to talk to candidates.

“Applicants shortlisted for interview will be contacted by XXXX. If you have not been contacted by this date, consider your application unsuccessful on this occasion.”

After receiving resumes arrange interviews quickly. If you take too long to contact candidates you may find that the best candidates are accepting offers elsewhere or are fed up waiting to hear from you.

Ensure your employees are brand agents

Be mindful that your employees represent the organisation. How your employees act says a lot about your organisation. We have all heard stories about the interviewer turning up late, or the rude receptionist who kept the candidate waiting etc. So ensure your employees are brand agents and they professionally represent your organisation.

Interviews are a two way street

I have often seen hiring managers try and “psych out” candidates to see how they handle pressure. Candidates are not impressed with this tactic and expect to be treated with respect. Just as you are assessing them they are assessing whether they want to work for you. So the interview needs to be a two way process. So use the interview as an opportunity to sell the organisation.

Tips for selling the organisation in the interview

1. Find out what motivates the candidate and then emphasise how the organisation can meet their needs. For example, if a candidate is looking for career advancement, you can emphasise how the organisation offers opportunities for them to grow and develop.
2. Be mindful that candidates may feel uncomfortable in revealing certain information in an interview. Therefore reassure them that all information is private. Conversely be open and transparent as well. Inform them about policies, culture and team members. Be candid about the challenges facing the organisation and the future direction etc.
3. Caution: Don’t over exaggerate. Whist selling the organisation is essential do not over-exaggerate. Any false or misleading information will soon becomes apparent to the new hire. At best the new hire will quickly become disenchanted and feel they have been mislead. At worst the new hire will resign.
4. Allow the candidate the opportunity to ask questions.
5. At the end of the interview explain next steps and confirm when candidates can receive feedback. This will help manage their expectations after the interview.

Feedback

It is not uncommon for candidates to receive little or no feedback after the interview. This is incredibly frustrating for candidates. They will be only too happy to talk about their negative experience to anyone who will listen as they continue their job search. In my experience, most candidates are just relieved to get an honest answer. Admittedly giving feedback is tricky. Interviewers do not want to be confronted with a disgruntled or disappointed candidate. However wherever possible provide feedback. If handled well, feedback will leave a lasting and positive impression.

Step by step tips for providing feedback

1. Thank the candidate for their interest in your organisation.
2. Relate your feedback to the criteria of the job advertisement Avoid offering opinions which are subjective or not specific enough such as “You where unprofessional so you won’t fit into the team”.
3. Make the candidate feel at ease at the beginning of the discussion by telling them about the strengths they demonstrated. Then you can then move on to inform them on where they could develop further.
4. Be specific about how they can improve their interview technique for example they may have talked too much. This will help them in their future interviews.
5. Don’t burn any bridges. Wish the candidate well with their future endeavours. By simply treating them well, they will turn into ambassadors for your organisation.

Follow up and clarify

Keep in touch with the preferred candidate and deal with any concerns or issues.

The offer

There is pressure to close the “sale” as you want a quick answer from the candidate. However it is important to give the candidate sufficient time to consider the offer. Be available to discuss any questions they have that will assist them in making a decision.

When making an offer make the candidate feel special and wanted. They are more likely to accept if you have made them feel the organisation wants them rather than the other way round.

Summary

Gone are the days when organisations assume that the preferred candidate will accept your offer. Furthermore, today candidates are becoming more demanding and are not afraid to voice their opinions in many different forums. Therefore a professional, positive and well executed recruitment process will ensure your organisation is presented positively and will increase your chances of attracting good talent.

By Angela Godfrey

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Angela Godfrey and her business associate, Gabby Sken have been helping business leaders manage, motivate and optimise performance of their staff for over 20 years. They have gained experience as internal HR professionals predominately in financial services and have consulted to sectors such as education, telecommunications and professional services. Should you require HR consulting or coaching, please contact Angela Godfrey.

The post Why a well managed recruitment process attracts top talent appeared first on AdviserVoice.

Tips for managing under performing staff.

One of the greatest challenges for managers is dealing with employee underperformance.

Limited skill in managing such situations can create angst, frustration and procrastination in managers and can also create a negative effect on other employees and ultimately client service.

To effectively resolve such situations is critical. Here are some key ideas to help cultivate this highly valuable management skill.

Common reasons why employees fail to meet expectations.

• Lack of clarity around what they should be doing
• No clear objectives or timeframes
• Mismatch between skills and the role they are required to perform
• Lack of feedback resulting in underperforming employees mistakenly believing their performance is satisfactory
• Low workplace morale
• Lack of personal motivation
• Personal issues including stress, alcohol problems, mental health
• Not being rewarded or recognised for good performance
• Lack of engagement with goals and the greater purpose of the business

Tips to help business leaders proactively manage underperforming employees.

Identify the problem. Once you have a clear idea of what the problem is, you can then work to understand the underlying causes and reasons for underperformance.

Analyse the issue. How big is the issue? How big is the gap between performance and expectations? How is it affecting other staff, the team, the business and clients? What’s the overall impact?

Meet with the employees. Set up a meeting to discuss and resolve the issue. Give them warning so they too can adequately prepare for the meeting.

Some things to remember in the performance meetings:

• Discuss the issue without getting personal. For instance, instead of using personal statements such as “you have no concept of time, you always run late, you are hopeless in managing your time,” chose to describe the behaviour and the impact. For example, “when you turn up late to meetings you miss out on vital information that impacts the client service report. Incorrect data contained in the client service report then results in your fellow team member’s providing incorrect information to our customers. This impacts how your team mate feels and impacts the customer who may become disenfranchised with our business. Loss of income eventually results in loss of jobs.”
• Clearly outline the issue and the impact. Provide specific and detailed examples.
• Ask for their feedback and remain open and objective. Be sure to assess your own performance as a manager and your management style.
• Explore and work together to understand why it is occurring.
• Ask plenty of open ended questions. Remember this is a two way process. Also remember that the purpose and intent of the meeting is to solve the problem and turn performance around.
• Collaboratively identify opportunities and solutions to improve the situation. It is advised to let the employee contribute to the solution, as they are more likely to act on a solution in which they had some input.
• Agree on a way of moving forward.
• Organise and agree on a method of monitoring the employee’s performance to ensure they remain on track with the agreed targets.
• Set up regular feedback and coaching sessions.
• Document all discussions.

In some circumstances no matter how skilled the manager or how great the combined effort may be, the employee’s performance may not improve. If this is the case and more formal, serious action is required including further counselling, issuing formal warnings and ultimately termination of employment, expert advice is strongly recommended. As an employer you need to comply with Fair Work Act laws and disciplinary procedures.

In summary, although challenging and uncomfortable, employee underperformance needs to be promptly addressed by managers. There are many reasons why employees may be underperforming in their role. The ability to clearly and concisely pinpoint “what” the issue is and “why” it is occurring and “how” it can be improved are critical factors in turning performance around. Unfortunately there are no quick fixes or guarantees. However, underperformance delicately addressed with the right management skills can certainly go a long way to optimising performance. These suggested management strategies can help cultivate those important skills.

By Gabby Skene – www.angelagodfreyandassociates.com

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Gabby Skene and her business associate, Angela Godfrey have been helping business leaders manage, motivate and optimise performance of their staff for over 20 years. They have gained experience as internal HR professionals predominately in financial services and have consulted to sectors such as education, telecommunications and professional services. Should you require HR consulting or coaching, please contact Gabby Skene.

The post Tips to managing underperforming employees appeared first on AdviserVoice.