Most leaders would be quick to say that having high performing teams are near the top of their wish list for things they want to have in their business, but in my experience most also dread getting their head around performance management as a strategic way to achieving this, for fear of being overwhelmed, not getting it ‘right’ and/or not finding the time.
And I absolutely understand all of those things. But the truth is that the longer you put off addressing performance any more than holding the occasional 1-2-1 meeting, the more overwhelming it will seem. There is no ‘perfect’ system, no ‘wrong’ way to do it and you will be able to find the time once you realise how beneficial it can be for you personally, as well as for achieving your overall goals.
Have no fear though. See below and work your way through this checklist to start the process of taking your performance practices to the next level.
- Create a business process that actually, well, supports the business….. Performance management appears to have found it’s home with HR over the years, but the reality is that any performance process is a business one which should support the overall goals of the team and be culturally right. So if you’re not a formal kind of place, don’t overegg the forms and language. If you’re an agile kind of business, make sure your conversations are little and often too. If you haven’t recently reviewed your own process to see if it’s supporting your team, then take this as a reminder to do so.
- Design a framework to manage conversations There needs to be a degree of flexibility in your conversations, and each and every member of staff will be different. Still though, having a framework that allows you to structure the meetings and cover key points is essential. For the record those mostly include setting expectations (via goals/ objectives/ OKRS etc), developing to meet those, reviewing performance and rewarding said performance. Exactly what you decide to include at each stage will depend on the nature of your business however as a hint – for most people, annual objectives are a tad too long to be relevant. Ditto for checking in.
- Try focussing on strengths: As with writing any contract, policy or process, assume that you are creating it for the 99% of employees who are competent and want to do a great job and spend time focussing on what people have done well, rather than ‘fixing’ what you think needs correcting in an employee’s behaviour or performance. Evidence from the CIPD (Strengths-based performance conversations 2017) found that focussing on an individual’s strengths during these conversations improved personal conversations between the manager and employees as well as the frequency.
- Be future focussed: Likewise to the point above, don’t spend the valuable time you have dwelling on the past. If you’ve been having reasonably regular 1-2-1’s, you shouldn’t need to re-hash events which have gone before – a summary should be enough. The rest of the time should be focused on what the individual has learned from the past and how that’s going to help them in the future in terms of their career objectives.
- Upskill your managers who are taking part: As your business grows, it’s unlikely that you will be able to manage all the performance discussions. The responsibility will be passed over to your other managers, and this of course makes sense if they are the ones who staff report to on a daily basis. What you need to think about here is how you’re ensuring that these managers have the appropriate skills and training. Are they confident with the task? Do they understand its importance? And are they operating within the policies and frameworks that you have created? One-off interventions can be useful but for more sustained change and impact on
- Involve others: Some people think that a performance discussion simply involves the member of staff being ‘talked at’, for half an hour. This should never be the case and research shows that an individual is more likely to feel invested in the outcomes and actions of any performance conversations or ratings (if you go down that road) if they have also given the chance to have their say. Always ask individuals to share their thoughts on how they’ve performed over the past quarter, and what they think they need to focus on in the near future. You might unearth important information that you hadn’t previously thought about, and making it a two-way conversation shows your staff that you respect and value their contribution.
- Ask the individual to share their views and opinions: Some people think that a performance discussion simply involves the member of staff being ‘talked at’, for half an hour. This should never be the case. Always ask individuals to share their thoughts on how they’ve performed over the past quarter, and what they think they need to focus on in the near future. You might unearth important information that you hadn’t previously thought about, and making it a two-way conversation shows your staff that you respect and value their contribution.
- Welcome feedback on your own performance : You no doubt spend a decent amount of time thinking about how you can get the most out of your team. But have you stopped to think about how you’re performing as a boss? If you’re not already doing so, think about how you might be able to collect meaningful and honest feedback from your members of staff. Being a good leader is an ongoing process, and you need to have continuous development on your list of priorities, always.
Need a little help getting started?
If you’ve recognised that your performance management processes have some room for improvement, then get in touch. We can help you to assess where you are right now, and where you need to make changes. Get in contact via firstname.lastname@example.org or call 0203 627 7048 for your no-obligation chat.
Photo by NEW DATA SERVICES on Unsplash
Pull out your coats and put the flip flops back in the loft. Although we have a few more days until it’s officially ‘Autumn’, the gentle chill is already here. For me, like many, September is my preferred ‘January’: the time where I sort out what’s going on across all areas of my life, reset my goals and generally set myself up as best I can for full steam ahead to the end of the year.
And because I find that a little organisation can go a long way to helping me hit my goals, I get my metaphorical rubber gloves on and do a bit of an audit on everything in my business which has been slightly bugging me, before lining up everything I need to focus on hitting my goals in each part of it. The unsightly paperwork that was lurking for so long on my desk that I filed it in a ‘boring but important’ folder where I couldn’t see it? Or the nagging question I never got around to asking my accountant yet? Yep, they’re both on my to-do list for this month.
Same with your People. You might feel like you have your work cut out for you, but we want to lighten that load though, and give you the tools and prompts that you need to get focused, and do the work that really matters. Below therefore is a quick checklist to help keep you on course for success for the rest of the year:
- Ensure that everyone has goals to be working towards toward the end of the year : There’s often a bit of a slump in productivity at this time of year. After the excitement and de-stressing for many of Summer, the mood can suddenly dampen, and you can find yourself with a problem when it comes to ensuring that the work gets done with gusto and enthusiasm. You can prevent this by getting your team together and spending time with them individually, reassessing priorities, and agreeing goals to inject motivation. Communication is key here, so be sure to lead with positivity and enthusiasm and remember to explain ‘why’ these are important….
- Consider how to increase your business capability: If you’ve assessed your organisational goals, you’ll be clear on what capabilities your team need in order to deliver what is going to drive you forward as a business and give you the edge you need. Many of your team will also be coming to work having thought about what else they’d like to do in terms of skills/ roles/ development. Recognise this, and use it to your advantage. Talk to them about what you will need longer term and consider how you can encourage staff to step up and develop their skills and talents outside of just their existing role. Formal training is an option, but it’s not the only route that you can take. Consider coaching, mentoring, and untapped opportunities for development that already exist in your business.
- Double check your basics: No Autumn Clean would be complete without looking at some of your basics and whilst I would be the first person to say that a document is unlikely to be the thing which spearheads high performance in every corner, your HR policies and procedures should never just be documents that gather dust on your hard drive and are never again looked after once they’ve been created. By regularly reviewing their effectiveness, and assessing whether they are fit for purpose, you should take a look at them with a critical eye and ask yourself: Do they help you run the business? Do they answer questions which others still come to you for? Are they really being applied on a daily basis? Are there any gaps that you need to fill? Do your staff even know they exist?
- Plan your development as a leader: Don’t forget yourself in all of this…. It’s likely that you have already considered how you will increase your staff’s capability this year. But what about YOU? As the leader of your business, it’s essential that you’re continuously developing your own skills. Running a business is challenging, and it absolutely must be a process of learning and growing. If you know that you struggle with a certain area, then it could be time to overcome that, or bring in help to make sure that your business doesn’t suffer as a result. I’ve recently signed up to an online business coaching course (after months of telling myself I simply didn’t have time to do anything like this…) to give me support with a few key things and whilst it’s early days, I ultimately recognise that I investing in myself (as I wouldn’t hesitate to do with others), will provide significant benefits.
- Reach out and get the help you need: As your business grows, you quickly discover that you can’t do everything on your own. There aren’t enough hours in the day, and you can’t be expected to be good at everything! To achieve your big goals, you’ll need to consider how you are growing your team of expert advisors.
If you know that your HR practices and procedures need work, then we can help. No-one is an expert on everything and if you’re looking for an affordable way to outsource some of your People practices, then get in touch today at email@example.com or 0203 627 7048 to arrange a chat. No strings attached. Just a frank discussion about how we can help you.
Image: Unsplash: Photo by JESHOOTS.COM on Unsplash
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.
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.
Let’s face it, most of us avoid conflict if we can. It makes everyone feel uncomfortable and it’s not particularly productive. But even if you’re the most placid business owner in the world, inevitably there will be occasions when arguments between colleagues break out and insults are traded.
This can particularly be the case in an SME where the environment is much more intimate and intense. If you don’t manage conflict carefully it can quickly escalate, creating a toxic working atmosphere and worse still, potentially damaging your business reputation.
The Confederation of British Industry estimates that ‘conflict’ costs UK businesses £33 billion per year, taking up 20% of leadership time and potentially losing up to 370 million working days.
However many books you’ve read about ‘managing difference’, it is tough to navigate strong personalities or working style clashes.
But Ignore Conflict At Your Peril
One of the most common (and most damaging) approaches we tend to see is simply ignoring conflict/issues in the hope that it will just go away or resolve itself. Sometimes, if you’re lucky, it will, but more often than not, issues left unacknowledged will fester, then escalate and ultimately may end up being a bigger problem than it ever should have become. When it comes to conflict, ignorance is most definitely not bliss.
Now, that’s not to say you need to jump in and resolve every single difference of opinion or challenging conversation that takes place in the office, but if you’ve noticed a potential problem brewing, then it’s safe to assume the rest of the team have too; and they will be looking to you (or your management team) to step in and resolve things.
Sometimes All That’s Needed Is A Frank Conversation
More often than not, initiating a conversation and facilitating both parties being heard can be enough to cool the heat and allow people to get back to what they are meant to be focussing on!
If Conflict Remains An Issue Here’s What To Do:
- Set the tone –‘The culture of any organisation is shaped by the worst behaviour the leader is willing to tolerate’ – Gruenter & Whitaker. People tend to follow the example set by the most senior members of the business, make sure you and your management team are role modelling the behaviour you want to see in others.
- Create a culture of trust, respect and honest conversations – no one wants to work in a company where their opinion isn’t heard. Most people enjoy a healthy debate on how to get things done. If the culture of your business is one where people can engage in these types of conversations, disagree respectfully (i.e. without name calling, abuse or aggression) and then go about their day, you’re onto a winner for limiting the amount of damaging conflict you’ll need to be managing.
- Listen to your staff – ask questions to find out the underlying issues. It may be that there is a difference in value or even a simple misunderstanding. Don’t assume that you know the problem without asking, as this can often make matters worse! It may be worth getting someone impartial (like TheHRHub) to either handle the situation or at least be present throughout any discussions.
- Train your managers – they are on the front line when it comes to witnessing and resolving conflict within teams. Giving them the confidence, skills and training to deal with these issues as they arise will hopefully stop smaller issues escalating into time consuming and painful ones.
- Have a clear policy on how you intend to manage conflict at work – for when things just can’t be managed informally, you need to have a clear and consistent approach communicated that outlines how the company will manage conflict. This doesn’t need to be “War & Peace”, just a section in the handbook or a one pager outlining a process you will follow, should an issue get to that stage.
At TheHRHub, we are experts in navigating SME’s through the difficulties of managing conflict. Our pragmatic, personable but legally minded approach allows us to help you put a quick end to issues that have the potential to bubble away for a longer time, or even explode into something much harder to resolve.
We can offer you advice, draw up handbooks and policies to help manage future situations, deliver management training or even mediate conflict for you (although we do like to encourage our clients to take responsibility for solving their own problems, it makes for stronger leaders in the future).
Why not give us a call to see how we can help you make your business better. Drop us a line at firstname.lastname@example.org or call 0203 627 7048 for a no strings discussion about your business needs.