For many, Glastonbury weekend heralds the start of an increasingly busy summer calendar of live cultural and sporting events. And more and more businesses are capturing some of this magic for their employees by hosting their own summer ‘do’.
Here, Matt Turner, founder and MD of Clownfish Events explains how work summer parties can be the perfect antidote to employee stress and gives us some great event theme ideas to boot…..
If work is stressing you and your team out at the moment, you’re not alone. Research shows that people in the UK work longer hours than anywhere else in Europe. Stress can be hugely detrimental to productivity and engagement, not to mention our wellbeing. Over 11 million days are lost at work every year because of stress, according to annual reports by the Health & Safety Executive. More significant to business owners is the £1.24bn cost to UK employers of these high levels of absenteeism.
Balance sheets aside, we all know about the powers of exercise and mindfulness for combating workplace stress; but one of the best (albeit rather underrated) antidotes is a well thought-out summer office party. Done right, it can recharge the batteries of the most jaded of employees, whilst boosting engagement and reinforcing cultural values at the same time.
The Rise & Rise Of The ‘Digital Detox’ Party
Given the contribution of smartphone addiction to stress levels, not to mention the current ‘always on’ culture, it’s unsurprising that Digital Detox parties are a huge trend at the moment, as employers opt for summer events that urge colleagues to re-connect face to face and share quality time away from their devices.
They can be surprisingly cost effective too. Think fires-side alongs: a tipi, firepit, cosy blankets, toasted marshmallows and maybe an open mic for coworkers to show off their talents. There’s no need for expensive catering or fine wines, but you could include a discreet photographer, so no one is tempted to use their phones and post the action on social media!
And a digital detox event is suitable for all brands, regardless of their specific cultural values, because it makes the vital connection between respecting work/life balance and the impact of proper downtime on mental wellbeing.
But if a detox isn’t needed for your team, and you’d like something more bespoke to your business, here are four more cost-effective options that can be used to convey specific brand values and create a consistent cultural experience that boosts employee engagement levels…
Creative Summer Party Themes That Reflect Specific Brand Values
- White Party – stylish, sophisticated and achingly cool.
This theme is ideal for luxury brands and high-end professional services companies that might also want to celebrate their organisation’s emphasis on promoting diversity and a cosmopolitan culture.
Think Mediterranean islands, white furniture and ambient lighting to recreate an exclusive holiday hotspot. Add a dance floor, DJ, chill out zone and plenty of entertainment for an event worthy of an A-list beach club.
Brand values: passion, attention to detail, diversity, dare to be different, simplicity, style
- Traditional English Fair – heritage, tradition, under-stated style and practicality.
This theme is great for brands that want to emphasise their British provenance as a sign of quality – like custom manufacturers, food and drink producers and ethical brands.
Choosing a garden party theme with traditional accents like deckchairs, bunting, fairground rides and side stalls (with some Pimm’s and strawberries thrown in!) is a great way to celebrate the summer, keeping costs down but still delivering an event that is unique and memorable.
Brand values: community, fun, quirky, sustainable, heritage, traditional.
- Sporting Fun – competitive, team spirited, entrepreneurial and spontaneous.
This theme is the perfect choice for challenger brands, start-ups and dynamic/fast moving industries where risk-taking is the norm.
With the FIFA Women’s World Cup this year and increasing numbers of companies wanting to promote health and wellness amongst employees, sporting challenges are likely be very popular this summer.
Brand values: excellence, growth orientated, teamwork, courage, commitment
- Boho Festival – glamorous and fun; a good fit for international brands looking to emphasise the importance of ‘down time’ and adventure.
If your employees are longing to be back at Glasto, why not bring the Pyramid Stage to them with music, hay bales and street food vendors.
Brand values: innovation, distinctive, creative, open-minded, sustainability
Summer Parties Are Quickly Overtaking Christmas Dos As The Must Have Annual Event
Whereas a Christmas party is often fairly traditional, summer events can be much better at conveying an employer’s brand values and reinforcing its personality. This is important for everyone but especially for millennials, who tend to value personal experiences, their employer’s values and a sense of feeling appreciated over material rewards.
Furthermore, they are flexible to organise, cost effective and a greater return on investment in terms of improving productivity. So why not take inspiration from Glastonbury, The FIFA Women’s World Cup or simply your local village fete and make your work summer party a legendary fixture in the event calendar for your team…
Matt Turner is the founder and MD of Clownfish Events. He started his first business aged 13, DJ-ing at community discos, and now runs themed events, team building and parties for some of the UK’s best known brands and business owners.
A resignation can feel like just like getting dumped. Particularly if the person in question has been coupled up with your business for some time. If you’ve been ‘pied’ more times than last year’s Love Islander Dr Alex, here’s a few tips on how to avoid it next time.
1. Prioritise keeping your team as much as you would your clients. For many this involves a real change in mindset but with an average employee in the professional sector costing up to £30k to replace, you’ll be glad you did.
2. At budgeting time, include staff turnover in your forecasting figures and set targets for turnover. The UK average is approximately 15% but this rises to closer to 20% in the digital sectors. You do need to keep new ideas flowing within the business and adapt to your changing model, so not all turnover is bad and it’s likely that you will want to see some movement to avoid becoming complacent, but set targets for this which you can check progress against. It’ll be less of a surprise.
3. Identify your ‘keepers’. The people which, if you lost, you would be stuffed. And then plan how you are going to to show them the love. To support them in what they want out of the business. Too many business leaders don’t take the time to speak to their teams on a 1-2-1 regular basis to uncover what it is that their people want and show support by their actions.
4. Take the time to get to know your team. To know what they want out of life on a wider level than just what they are doing at work. I know it’ll come as a shock to many, but most people don’t simply dream of doing better at work! So find out what possibilities lie for people within the confines of the business and how they can help them get to where they want to be.
5. Bear with it. And I’m not saying it’s easy by any stretch. It’s a hell of a commitment to meet with your team each week/ fortnight/ build a relationship/ keep it going through the good and the tough times. But people are less likely to leave a place where they feel valued and listened to than anywhere else. And even if you can’t keep them, the chances are that they will feel more comfortable giving you a heads up that they may be off, allowing you a bit more time to plan and handover.
5. Remember, not every resignation is bad news. If you are planning on going through a restructure or making redundancies and the person in question was going to be affected, then you may have just saved yourself a bit of heartache ( not to mention a few quid).
And if you do get ‘pied’?
Try not to take it personally. Be kind. In all likelihood they’ll have had a few sleepless nights mulling over the “er – can I grab you for a second?…” conversation in their minds. But play it cool. Don’t beg. To have actually applied and interviewed for a job elsewhere their mind at least has moved on, for now anyway.
You’ll get the most out of the situation by trying to listen to what they say and learn from it. On the odd occasion I have seen someone ‘bought back’ by their business when they’ve resigned, it’s been because the relationship and loyalty was there already, they’d just let things get stale. The drama of resigning was enough to wake both parties up to the fact that changes could be made.
The reality is that in your business, like in Love Island, the majority of the relationships aren’t going to last forever. Your role as leader is to make the very most of the team you’ve got, while you’ve got them.
For help in getting (and keeping!) your business on track with it’s team please email email@example.com or call 0203 627 7048 and speak to our team. We’re always happy to help and offer a free initial review to help you understand how to make valuable changes to support your business.
More than any month, June is often the time when employees run out of battery. The excitement and momentum from the first quarter has begun to wane and summer holidays seem a long way off. Staff are the engine room of any business, and when their spirit starts to tire, employee engagement and well-being are at risk, not to mention business efficiency and effectiveness. If you think this is even a potential issue in your organisation you need to take action now….
The single best way to jump start your team is good, old fashioned TLC. Happily for SME leaders, you are the exactly right people to give it – all it takes it some thought and a little bit of time.
Here’s how to give the team the boost they’ll need to keep going ’til the year end:
- Remind the team of the Vision: You know the one I mean. ‘Why’ you are all here in the first place. ‘Why’ it’s important to them that you hit those goals. ‘Why’ the company is in existence. Without this connection to the purpose, they could be working for anyone….
- Spend time giving a little feedback: It’s one of the best (and cheapest) ways to help someone grow. Raise their self awareness by praising the things they have done a great job on.
- Listen to what the team have got to say: They may seem tired, grumpy, lazy or any other seven dwarves, but you can bet they’ll be feeling motivated after some time spent with their leader and the given the opportunity to have their say.
- Hold a 30-day Check-in: Meet with all the team, communicate what progress has been made and what a difference this has made.
- Allow trust to flourish & go easy on the micromanagement: It’s tempting when things aren’t going as we like to jump in and start holding meetings every day to see how you’ve progressed, but If you set out clearly what you are looking for your team to deliver, give them support to do so, then allow them some breathing space to do just that, without their diaries being clogged up by meetings and their autonomy jeopardised.
- Add a little extra incentive: We’ve all read that the evidence for complex bonus structures and remuneration packages driving motivation is lacking (even decreasing it in certain areas..). However incentives which are offered for a simple, easy to understand and achievable task are a different kettle of fish all together. So offer a meal out, front row tickets to the Donmar or whatever floats the particular boat of your team to get them focussed on a short term competition.
- Hold a 60-day Check-In: Reward any progress which has been made (publicly and privately) to reinforce the behaviour you want to see.
- Wheel in your best client : Have one of your customers/ clients come in to talk to the team about what a difference your product/ service has made to their business. Get’s straight to the point of ‘Why’ they’re here and helps instil a sense of pride.
- Give them a break: It doesn’t have to be an expenses trip to Dubai; but a Friday afternoon/ early evening jaunt to somewhere local to get a bit of downtime will be something to look forward to for all.
- Cut yourself some slack: With all this focus on other’s it’s easy to forgo the progress you have made, so re-visit where you were this time last year and give yourself a pat on the back.
TheHRhub is a complete HR support solution for SMEs. We provide operational and strategic HR expertise in-house, ad hoc or online. Give us a call on 0203 627 7048 for a no strings discussion about your business needs or drop us a line at firstname.lastname@example.org.
Now in it’s 19th year, Mental Health Awareness Week always begins on the second Monday in May. In 2019, it takes place between 13th and 19th May.
In a world that is increasingly opening up to – and understanding those with – mental health issues, it’s no surprise that Mental Health Awareness Week is attracting more and more attention in both the media and business worlds year on year.
Whilst I am a great supporter of anything that raises people’s awareness to mental health issues in the workplace, it takes more than just one week in the year to adequately support your employees’ mental health.
Right now, 1 in 6 workers is dealing with a mental health problem such as anxiety, depression or stress. Clearly, this can stop people from performing at their best.
Organisations perform better when their staff are healthy, motivated and focused. Smart businesses support employees who are experiencing mental health problems to cope and recover. The support people receive from employers is key in determining how well and how quickly they are able to get back to peak performance.
Here are 10 simple steps SMEs can take to make a real difference to their teams’ mental health, all year round:
1. Create a culture that supports staff to be open about their mental health: Send a clear signal to staff that their mental health matters and that being open about it will lead to support, not discrimination. Work with your employees and managers to break down the stigma related to mental health.
2. Ensure your sickness absence and return to work policies apply to mental as well as physical health problems: Policies should make it clear that people must be treated equally whatever their health problem. Make sure this is communicated effectively so everyone in the business is aware.
3. Train managers in how to support their team through mental health problems: You can’t just ‘expect’ them to feel comfortable dealing with issues that have previously been considered taboo. Giving them the tools, confidence and support to engage in the right conversations is key to supporting employees properly.
4. Open up the discourse on mental health: It’s vital managers routinely ask staff how they’re doing and reference their mental health – it helps build up people’s confidence to speak up earlier on and get the help they need sooner.
5. Fully support anyone who discloses a mental health problem: Once you’ve opened up the dialogue on mental health with someone, the priority is to develop positive steps to address the key issues they’re struggling with. Generally, these steps are small and involve simple adjustments to someone’s job role or extra support from their manager. Often the necessary change is one of attitude, expectations or communication – rather than a major change or significant cost.
6. Develop proactive action plans that work for both the individual and the business: Support managers to work together with their team members to develop a personal action plan to proactively manage their mental health. This allows people to plan in advance and develop tailored support for a time when they’re not coping so well. It also facilitates open dialogue with managers – leading to practical, agreed steps which can form the basis for regular monitoring and review.
7. Be flexible and open minded to simple changes: When people feel under pressure they can find it hard to prioritise their workload. Flexible working hours and increased one-to-one supervision can help people better manage their time and plan and prioritise. Some find a regular surgery-style trouble-shooting session with their manager helpful, where managers can go through the person’s to-do-list with them to coach them on how to approach challenging tasks. Often this acts as a useful pressure valve to help people regain confidence and cope with challenges.
8. Manage an employee’s time off sick effectively: Sometimes an employee may be so unwell they need time off work to recover. The way organisations manage a period of sickness absence is key in shaping how well and how quickly people are able to return to work and get back to peak performance.
9. Prepare for an employee’s return to work: When people are ready to return to work managers should arrange to meet up in a neutral comfortable venue to catch up and discuss the details of their return together. An effective return-to-work interview is vital to build trust and engagement with the employee and support their smooth and sustainable return to work.
- take a person centred approach and be sensitive to the individual’s needs
- be proactive and get involved as early as possible if someone is unwell
- be positive, professional and supportive throughout the process
- maintain contact with people throughout their sickness absence.
10. Engage with a provider who can support you through the challenges: It’s always reassuring to know that you don’t need to have all the answers yourself. HR consultants (such as TheHRHub) have a wealth of experience in supporting managers and employees through all kinds of mental health challenges. It’s worth having someone on your side for support, should you need it.
For help and advice on any HR issue, get in touch for a no strings discussion about your business needs and how we can help. Drop us a line at email@example.com or give us a call on 0203 627 7048.
You may have noticed that over the past few weeks, the nation has been gripped by ‘Bodyguard’ fever: the television series most watched on the BBC all year, which has been the topic of numerous ‘water cooler’ conversations at work. Centred around the ongoing threat and execution of terrorist events and the impact of these on the Government, Security Services, Police and Armed forces, at the core of this drama is the concept of ‘loyalty’: who has it and to whom are they faithful?
So far, no different to a myriad of other dramas attempting to draw viewers. Here however the storyline is brilliantly balanced (and just a little bit too close to real life events we’ve seen to be dismissed as never-gonna-happen-here…), the acting even better and the ending…..well, far be it for me to unlock any spoilers for those who haven’t quite caught up on iPlayer, but suffice it to say it strikes again the right proportion of the believable and the shocking. And that’s because across all the goodies and baddies we meet in the series, across all the multiple plot lines, flaws and strengths are presented to us which are uniquely human and recognisable, with many coming from the type of loyalties which we see in ourselves in everyday life.
Of course, before we take the analogies too far, most of us after all aren’t likely to ever need or want to ‘take a bullet’ for our leader (it would bring a whole new meaning to ‘taking one for the team’…) however people take all sorts of action and inaction in the name of loyalty: they defend, attack and work hard for those they are loyal to. If your team are loyal to you, they’re going to care if you win the deal or not and put in the hours to help you secure it. If your team are loyal to you, they’ll travel to the ends of the earth for you (or even to that meeting in Bognor Regis someone’s slipped in their diary for 4pm on a Friday night…). And if your team are loyal to you, they’ll think twice about replying to that message received from a recruiter who’s been stalking them on LinkedIn…..
There are many ways to inspire and earn the type of loyalty which will transform your business but we’ve cherry picked our favourites below to give you a headstart:
- Include others in the conversation. Listen to what your team are saying ( and also to what they’re not saying) as a healthy team is one where constructive dialogue and challenge is welcomed. So if your team is tight lipped or never offers anything more than a murmured ‘whatever you say boss’ to everything you suggest or ask, then now might be time to do a bit more listening than telling. Not sure how to do this?
- Be a little bit vulnerable yourself: you certainly don’t need to take the lead from Hawe’s character in Episode 3 and have a ‘pre-conference’ moment yourself with a member of your team (in fact please don’t unless you want someone to take the lead in bringing some sort of harassment allegation against you) however disclosing information about yourself, including how you feel and what challenges you also may be up against, helps others to feel that they themselves can open up themselves a bit more too. It helps build trust and cement good relationships.
- Stand back. People will not show you their best selves if you are looking over their shoulder constantly or lurking in that Google doc you’ve shared with them watching every keystroke and willing it to populate (yes, they can see you doing this – that’s why they’re called ‘live’ documents!). They will instead show you signs of anxiety and (probably) frustration. But never the flourish you are looking for. Period.
- Treat people with respect: this includes not hiding bad news when it surfaces and not avoiding difficult conversations. Many years after I left one particular company I would have gone out of my way to recommend them as a brilliant place to work, despite the fact that my exit came shortly after writing my own redundancy letter*. The reason? Despite the P45, throughout my time with them, they had always been upfront with the bad news and treated me like an adult. And you’d be surprised at how uncommon that is….
But the biggest way to inspire loyalty? I’ll give you a hint: it’s not the people working for you who should be taking on the role of Bodyguard. As their leader, it is you who should have their back. The one who should support and look out for them. Any team who doesn’t feel they have the support of their leader is not one which will feel loyalty. And in turn, all honesty, performance and discretionary effort flies out of the window along with all those ideas which may just help you become the next Apple, Google or Amazon….
For help in inspiring your own brand of employee loyalty in your team, drop us a line via firstname.lastname@example.org or 0203 627 7048.
Image: Photo by Paulius Dragunas on Unsplash
*It’s very common in HR-land to do this I promise. I mean, who else are you going to ask?
Even the most well-meaning of leaders can fall into habitual behaviours that can have a negative impact on their people. It’s the same as eating or drinking too much, it’s only when things spiral out of control that you realise you’ve got a problem.
Here are some of the bad HR habits we’ve witnessed over the years. And the good news is they’re easy to fix….
Carrying Out Annual Reviews On An Annual Basis
Hang on a sec – why exactly is this a bad habit?? Shouldn’t you be making sure that performance discussions do take place?? Of course you should. But if they’re only happening once a year, then you’re missing a trick. Managing and improving performance needs to be built into your everyday working practices. If it’s not, then you can’t realistically expect to improve productivity.
Getting Stuck In The Filing Cabinet
You don’t need us to tell you that the world of business is moving faster than ever before. You’re probably using online tactics when it comes to your sales and marketing, for example, but what about HR? It could be time to ditch the notion that HR lives in the filing cabinet, and bring your business up to speed. Online systems with good security are as secure as any filing cabinets and will often save you time and hassle with your HR Admin.
Thinking That Training And Learning Are One And The Same
There’s no denying that training can be expensive. Send a few employees to a conference, book in some places on an external course, or bring in a professional trainer for a couple of days, and your bill will be hefty. Sometimes, formal training is essential and/or advisable: when you’re rolling out new software, when your team require a recognised qualification etc. But what’s arguably much more important is ongoing learning within the workplace. Nurturing your talent isn’t a one-off event – it’s about what happens in your business on a day-to-day basis. So get to it with those lunch and learn sessions, involve all the team in what they can all learn from each other and challenge your team to show what they’ve learnt on an on-going basis.
Hogging All The Decision Making
As the boss you may be thinking: but that’s what I’m here for! Obviously there are some key decisions that only you and your top team should be making, but imagine how much time you would free up in your life if others around you came up with a range of solutions to the things which had been stopping you from sleeping for most of the previous night, gave you ideas for your next product or sorted out problems they had about the office move between themselves…. Allowing and encouraging your team to make decisions (or at least contribute to them by involving them) inspires trust and confidence which can pay you back massive returns in terms of loyalty and engagement, not to mention the innovation which can come from a varied viewpoint.
Being self-aware enough to recognise and correct your own bad habits is a hugely positive example to show your team. Even more so if you’ve had the courage to ask for their opinions first.
For help or advice on any HR issue get in touch today at email@example.com or call 0203 627 7048 to speak to our team direct. We’re offering a free initial review to help you understand how to make the valuable changes to best support your business.