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Via Forbes : Your High Performers Will Hate Their Performance Review If You Don’t Say These Two Words

It’s an unavoidable fact of corporate life that most people really dislike annual performance reviews. The awkward formality, cramming twelve months of feedback into 30 minutes, and more, make this conversation and process painful for all involved.

In fact, the study Performance Appraisals: New Data Reveals Why Employees Dislike Them discovered that only 17% of people always believed that their performance appraisal was open, honest and meaningful. And 54% never or rarely thought performance reviews were open, honest and meaningful.

That’s a pretty glaring indictment of a process that virtually every company undertakes. It’s actually so bad that 88% of respondents said their current performance review negatively impacts their opinion of HR.

Is there anything that can be done to change employees’, and especially high performers’, dislike of this dreaded annual event? Yes, and one quick fix to stop high performers from hating this process is to say two words: Thank You.

Remember that annual performance reviews are a look back over the past year. Some employees delivered performance this past year that could be described as average. Others delivered performance that was, at best, uninspiring or subpar. But some people, your high performers, went above and beyond to deliver really fantastic performance. And to those people, we really need to say “thank you.”

For what are you thanking them? Of course, we want to thank high performers for the great things they did this year. But I would caution you against thanking them only for the achievements that you considered most significant.

It’s entirely possible, and in fact likely, that the achievements of which your high performers are most proud are actually different from the achievements that you consider most noteworthy.

Imagine that one of your top performers led a big technology installation and delivered the project ahead of schedule and under budget. For most leaders, that would warrant a hearty pat on the back and recognition on the annual review. But maybe this particular employee felt that the project was pretty easy and no different from projects they’ve led dozens of times before. In fact, maybe they feel like getting complimented for delivering this project is mildly insulting (like complimenting Michael Jordan for making a layup).

Lest you doubt the dangers here, think about whether you’ve ever received a compliment or recognition for something you considered absurdly easy. Isn’t it insulting, and maybe even a bit demeaning?

How do you endure that you’re saying ‘thank you’ for achievements that your high performer actually values? Ahead of their performance review, we’re going to ask our high performers to send us a Proudest Moments List.

In this process we simply ask employees to detail for us some of their proudest moments from the past year. This doesn’t have to be formal, and in fact we’re going to tell them that it doesn’t have to be a big formal exercise; we’ll ask them to just jot it down on a piece of paper, or send an email or whatever simple process they choose. We simply want them to highlight for us what they thought were their proudest moments in the past year.

There are several reasons why we want our employees to send us a Proudest Moments List. First, if we don’t know the achievements of which our employees are most proud, we could thank or recognize them for achievements that they consider banal (like in our previous example). And that could seriously damage our relationship with one of our best employees.

Second, if we don’t have specific examples for which to thank our employees, there’s a good chance that we’ll revert to generic-sounding phrases like “Bob is a great team player” or “Sally goes above and beyond” or something equally insipid. And one of the big complaints that employees have about performance reviews is that there’s too much boilerplate.

Third, with today’s fast-paced workplaces, it is really hard to remember and track all the great things our employees did this past year. If you’re like me, you might struggle to recall everything that happened last week, let alone what happened ten months ago. And if we fail to recognize our high performers’ greatest accomplishments in the annual review, it can make the process incredibly demoralizing.

The risk of missing our employees’ greatest achievements is especially high if we have more than a few employees. You might be able to easily track one or two people, but fifteen or twenty is really tough.

Finally, in the performance appraisal study, we discovered that only 28% of people believe that their leader always recognizes their accomplishments. So when we ask high performers for their proudest moments from the past year, we’re not going to ask them for their biggest failures (or anything like that). Remember that your high performers went above and beyond to deliver really fantastic performance (they weren’t low performers whose performance was below average). And given that they delivered fantastic results, the primary message we need to give them is an overwhelmingly positive “thank you.”

Via Human Resources Director : 4 ways onboarding processes must change

There’s a misconception that an intensive onboarding experience requires a high administrative burden.

Onboarding is the ideal time to introduce new employees to company culture, but improving the outcome requires a shift, according to Jen Jackson, CEO of Everyday Massive, and co-author of How to Speak Human.

The transformation is towards treating onboarding as an experience, rather than an onslaught of technical information.

The process of starting a new job can be incredibly daunting and onboarding plays a crucial role.

It is not only important in providing people with the technical information needed to get up to speed quickly, but building the crucial connections that set them up for the length of their career.

“It’s a psychological process — as much emotional as it is rational. And just like any other aspect of work or life, onboarding is experiential,” said Jackson.

“Onboarding doesn’t begin when a new hire signs the contract and ends when they walk our of the induction room on day one.

“It’s an experience that starts the moment they hear about an opportunity and continues throughout their first year.”

Jackson added that fortnight — even a month — isn’t nearly enough time to grasp the complexities of a new company; understanding individual roles and how they fit into the bigger picture.

“And by neglecting to actively facilitate this process, people are left feeling confused and lost, discouraged and disconnected. None of which builds a better culture.”

According to Jackson, better onboarding experiences require a shift in focus in the following four areas:

Logical to emotional

Above all, onboarding should consider people’s emotions at every stage of the process. This allows organisations to manage emotions and expectations, and meet people’s needs by delivering the right content through the right channels at the right time.

For example, the weeks leading up to starting a new job are an opportunity to amplify excitement, mitigate anxiety and uncertainty, and manage expectations. What do people need to know before their first day at work to ensure it goes smoothly? It can seem obvious until it’s mapped out in detail, revealing small friction points that can have a significant emotional impact.

An experiential approach to onboarding goes beyond delivering the bare minimum to do the job, to considering how people experience their first week, month and year.

Process to people

Beyond the essential information needed to do the job, onboarding is an opportunity to build connection with peers, leaders, work and the organisation.

Weaving in cultural elements — the vision, mission, values, norms, behaviours and rituals — in the early stages, takes onboarding beyond improving how individuals work, to strengthening the way in which people work together towards a common purpose.

Highly administrative to highly automated

There’s a misconception that an intensive onboarding experience requires a high administrative burden. However, we’re well beyond the days of manually sending forms and contracts, organising police and medical checks, entering data and ordering equipment.

Many platforms allow tasks to be automated, ensuring a consistent experience without placing pressure on particular people or functions. This doesn’t mean removing the human element from onboarding. Quite the opposite, by taking care of the mundane but necessary touchpoints, there’s more time to focus on the meaningful interactions.

Automation could involve triggering reminders for busy managers to have important face to face conversations at regular intervals. It could be a welcome video from a manager sent the week before starting work.

These are small moments that make a big difference, but can easily be forgotten amidst the day-to-day.

Incongruent to congruent

As the first experience people have with the organisation, onboarding plays a crucial role in delivering on the promises of the employer brand, and should feel coherent with the overall employee experience.

To provide a consistent experience, end-to-end across various touchpoints, requires collaboration between various functions, including People and Culture, Safety, Finance, and Legal, as well as external vendors. Every touchpoint should feel like part of the same experience, rather than haphazard communication from different sources.

The real challenge for global businesses is delivering an onboarding experience that’s coherent with the organisation, but also considers region- and site-specific factors.

These include cultural context and regional demographics, down to operational nuances between different sites and facilities. This level of detail maintains consistency, while also ensuring relevance.

By approaching onboarding from an experience-led perspective, considering emotions, people, automation and congruence, leaders can build better onboarding experiences, and better cultures as a result.

Via Forbes : Why You Can’t Hold On To Millennial Employees Despite Your Cool Workplace

Despite what the trends focusing on workplace culture and perks suggest, when young professionals think about what they want from an employer, the first thing on their mind isn’t an ergonomic desk chair or free lunch. What employees really want is to win, and true professional fulfillment occurs when companies give employees opportunities to succeed, both individually and as a team.

When 50% of millennials have left a job because of mental health reasons like burnout, the pressure on employers to provide a rewarding work environment has never been higher. Why, then, do so many leaders direct their retention efforts on initiatives that don’t work, like adding fun bonuses to the office, when they should be getting at the root cause?

Let’s explore the answer and look at how you can improve millennial retention at your company.

The Perk Problem

In the past decade, the business world has seen a huge rise in companies like Google using elaborate campuses and free services as recruitment and retention tools. They invest huge amounts of time and money bringing in speakers, holding workshops and organizing off-sites, all with the purpose of further engaging their employees. Today, those tactics are falling flat, not because millennials expect them, but because they see right through the efforts as shallow.

Millennials expect to win, and they have a keen sense for bull. They’re risk-takers when they believe the risk is worth the reward, but they’re also cautious because they grew up during the post-2008 heavy recessionary period. Perks won’t be enough to overcome their aversion to losing. If you, as a leader, continually offer up initiatives that can’t win, millennials won’t stick around for long.

Leaders must realize that a job won’t be fulfilling if it’s not also providing the employee a sense of accomplishment and purpose, even if they do get their laundry done for free. No amount of lunch-hour yoga classes will make up for the disappointment of being assigned to failing projects over and over.

Workers, especially millennials, want a deeper sense of satisfaction from their jobs, and it’s up to leaders to set them up for success by pursuing winning initiatives from the start.

Failing To Execute Ideas

Too many executives make big promises about growth when, in practice, they have no idea whether the initiatives they’re funding are going to actually deliver. They put their employees through the ringer trying to force growth and success from initiatives that had no hope of succeeding. The root of this problem lies in executives failing to make informed decisions during the early stages of an initiative.

As a leader, you must fix any retention problems your company has at the decision making level by measuring your execution readiness. Determine how realistic an initiative is based on the resources you’re working with and the expertise of your team. Choose initiatives that have a high chance of success over those with the flashiest ideas. After all, an idea is only good if it can be brought to fruition.

Once you’re pursuing achievable goals and positioning your employees to win, then you can invest in company culture. A strong culture is important, but it should be seen as secondary to winning, not the first line of defense against fleeing employees.

Once you’re at a point where you can focus on company culture, keep in mind that a key part of culture is having a clearly defined vision and adhering to it. For example, “We’re going to be more environmentally conscious.”

Employees, especially millennials, will engage more in their roles when they share core values with their employer. Ideally, you’ll have employees who are tied into the culture, the purpose and the outcomes of your company. They’ll understand the company’s goals and the role they play in achieving them.

However, if they aren’t also experiencing wins, no amount of purpose will earn their loyalty.

A Changing Standard

While many companies still cling to the idea that a trendy campus should be enough to appease their younger workers, other leaders are coming around to a new way of thinking. Since 1977, the Business Roundtable, which includes two hundred of the most powerful CEOs in the world, has held that the fundamental definition of a business — its sole purpose — is to maximize shareholder value.

As of August 19, 2019, they’ve updated their definition to align much more closely with the values held by many millennials, stating that a company is defined by five functions: delivering value to customers, investing in employees, dealing fairly and ethically with suppliers, supporting the communities in which it exists and generating long-term value for shareholders.

These leaders have realized that infinite growth is not sustainable, nor is it compelling to what is now the largest age demographic in the workforce. To retain their millennial employees, companies need to get on board with the new definition and create meaningful work for their employees that has more global impact than improving the bottom line.

The only way to achieve the necessary results is by executing on initiatives successfully and setting up employees to win. Until leaders make that change, no amount of feel-good company culture or surface-level perks will keep millennials from walking out the door.

Via HRM Asia : HRM Five: Tips for hiring the right person

Finding the right person for the job can be a frustrating, time consuming and costly process. Here are some tips for you to land the perfect candidate.

It’s easy to hire someone. It’s another thing to hire the right person for the job.

The entire hiring process can be a frustrating, time consuming and even costly one. An urgent need to fill a position could lead an employer to rush into getting someone in as soon as possible.

That often leads to hiring the wrong person whose attitude and skills – or a lack of it – could end up being a mismatch for your company. And that is something which could be prevented and spotted.

While finding the right talent shouldn’t take forever, it’s important for employers to improve their hiring process so as to maximise their chances of landing the perfect candidate for the role and the company.

Here are some tips that you can use the next time you look to hire someone. You can thank us later.

1) Define the job clearly

Nothing could be worst than hiring someone who does not know fully what is required of him in the job he applied for. So the first and perhaps most important part of hiring is to define the job scope and responsibilities as clear and accurate in your job posting. This will allow the candidates to have a better idea if he or she is suited and capable for the role before applying for it, thus improving the quality of applications.

2) Prescreen your candidates

Another way to avoid wasting time on the wrong candidates is to prescreen them before inviting them down for an interview. While a candidate may look good on paper, a prescreening interview over the phone will tell you if they are truly a fit with the job. You can also find out their salary expectations and overall attitude.

3) Review credentials and qualifications carefully

In this increasingly digital world, where most – if not all – candidates apply for jobs online. And there are some who will try to game the system by being dishonest about their qualifications and credentials. So it’s important to perform a thorough reference check to ensure the person you are hiring is indeed as qualified as he or she claims to be.

4) Ask the right job interview questions

So you invited the candidate down for an interview. This is probably the best chance for you to determine whether he or she is the right person for the role. And the only way to do it is to ask the right questions. Asking the wrong questions not only waste the time of both parties, it could lead you to making the wrong judgement. So make sure your interview questions are aligned with the role to get the most accurate answers out of the candidate.

5) Get ‘social’ with your candidates

No, we are not asking you to invite your candidates for a drink or be their friend – yet. With practically everyone having a social media presence in this digital age, you can easily do a search of their profile – be it on LinkedIn, Facebook, Instagram or Twitter. This will give you an insight of the candidate’s personality and if he or she fits the culture of the company.

Via HR News : Hiring a new employee: a checklist

If you’re looking to add a new recruit to your team, there are several items that you need to remember before you sign the contract. No matter whether you’re doing this for the first time, or you’ve done this many times over the years: you’ll want to know you’re doing the process correctly.

These are just some of the points you need to think about when picking a potential colleague for your company. Many will be familiar to you – but there may be some that will be a surprise.

Do background checks

You can use DBS check service to carry out a pre-employment screening, depending on the sensitivity of the role for which you’re interviewing. This will allow you to find out details about a candidate’s criminal record. However, you will need their permission to do this. You can also use references to check on a candidate’s work history and suitability, but again, you can’t contact their current employer until you’ve got permission from the interviewee.

Define a job description

It’s important that you ask yourself this question at this point: who do I want to hire? It might seem like a simple query, but you should have a detailed and in-depth response.

First, think about the tasks that need to be completed by that role. Someone who is a server at a restaurant, for example, will need to take food orders, use a point-of-sale system, provide great customer service, and work long hours on their feet. You can read job descriptions from other brands’ posts if you need help writing yours. The job spec needs to be as detailed as possible to avoid any misunderstandings.

Follow the law

Make sure you know about your legal obligations as an employer. This is so you can protect yourself from insolvency in case one of your employees gets injured at work.

Check you have the correct insurance cover, although you may wish to have more than the minimum requirement. This might be necessary if your employees will be carrying out duties such as climbing ladders, lifting heavy items, or other dangerous tasks.

There are also laws about how to hire and fire employees. You should have certain parameters for your job posting and interview questions to comply with equal employment opportunity legislation.

Outline contract and employee rights

Once you have selected a candidate, you need to make sure to have the correct forms and paperwork for your new employee. The first should be an offer letter – you can then follow this up with a non-disclosure agreement, employment contract, and employee handbook. There may be other forms to be completed before your new team member can start, too.

Plan the onboarding process

This plan should give your newest recruit the chance to get oriented and begin to contribute to your company. Give them a tour of your site, introduce them to important vendors and contractors, and provide a space for them to work. This will help promote employee engagement from day one.