My favorite session at SHRM13? One that focused on 401ks. Yeah, sounds strange, right?
But it really was an intriguing session. The speaker discussed some of the behavioral concepts regarding 401k planning, retirement, etc. I have some good notes to share soon, but this was the one big takeaway that I got from the session. Check out the video below to learn how to immediately impact your employees’ financial readiness for “retirement.”
Check out the short video below to learn more about The Crowdsourced Performance Review (here on Amazon). I’m looking forward to digging in and sharing more about the topics in the book!
Forty-five percent of human resources (HR) leaders don’t think annual performance reviews are an accurate appraisal for employees’ work. And 42 percent don’t think employees are rewarded fairly for their job performance. (source)
Let’s start off with a story. And just as a heads up, it’s not necessarily a happy one.
Since 2009, Interaction Associates, a consulting firm based in Boston that advises on human resources and company leadership, has run a survey that measures how much employees trust the leaders who run their businesses. As of this year, the percentage of respondents who said they see their bosses as collaborative and trustworthy is at an all-time low.
On the broad questions, only 27% of respondents said they have a “high level of trust in management and the organization.” That’s down from 39% three years ago. When asked whether their organization has effective leadership, only 31% said yes, down from 50% in 2009. On the question of whether they see their organization as highly collaborative, only 32% said yes, down from 41% in 2009. Source
Okay. Stop for a second. Digest those numbers for a second.
Now take a look around the office. Odds are at least two out of every ten employees feels like they have some reason to mistrust the organization’s leadership. Ouch.
So what does that say for employee engagement? I think we both know where that’s going to fall. Another interesting survey takes the conversation further into engagement territory.
65% of workers would choose a better boss over a raise (Source)
Let’s ignore the “raise” comment and focus just on the numbers. Two-thirds of employees want a different boss. They not only want a different one, they want a better one.
It’s difficult to quantify that desire, but I think it’s something we as HR professionals need to be thinking about. People leave managers, not companies. Here are six solid HR tips for you to pass on to your managers.
Today I want to talk about HR competition. And cooperation. It’s something that I stop to consider every so often, and I am curious if I’m the only one who really thinks about it. Here’s my thought process in a nutshell:
We as HR professionals are very collaborative. We’re cooperative. But we’re also competitive. Whether we want to admit it or not, the companies we work for are often competing for the same customers and the same dollars. In the short video below I look at the collaboration vs competition mindset we hold as HR professionals.
While I think there’s plenty of competition to go around, I also know that there’s a collaborative aspect that we all can leverage as well. This comment by Brad Lomenick says it very well.
Question: How do you become Collaborative without Competitive?
Answer: Collaboration has to flow from a place of generosity, truly believing that a higher tide lifts all boats. Be more concerned with others. Listen instead of talk. Be interested over interesting. To be collaborative we must understand that it’s not about me. It’s not about your organization, your non profit, or your project. It’s about connecting people, not competing. Collaborators are okay sharing their wisdom, their knowledge, their connections, and their networks, because collaboration means working together alongside others. Co-laboring. Building bridges instead of constructing walls… When you have an abundance mindset you are more likely to collaborate instead of compete. Avoid the scarcity mentality – the idea that there is only so much to go around.
I know some amazing HR pros who embody the cooperative spirit. Who do you know that fits that mold? Do you have a more collaborative or competitive mindset? Why?
Learning how to give critical feedback isn’t difficult, but actually doing it can be! Check out the video (and notes) below for some recent research on how to put this communication tool to use in your organization.
Today we have an entertaining, yet educational video that focuses on the topics in Drive: The surprising truth about what motivates us, a book by Dan Pink. It’s a neat little video that tells a visual story about motivation-based research.
That’s the easy part.
The hard part is checking out the items below the video and actually doing something with the information you learn. Look forward to seeing who takes the lesson to heart!
If you can’t watch the video, the key point is that for knowledge-based work (white collar), just offering more money to someone doesn’t necessarily translate to better performance (it can actually cause just the opposite in some testing!). The three keys to motivating people are autonomy, mastery, and purpose.
Autonomy-how much control do I have over my job, the tools I use, and how I work?
Mastery-am I becoming better at what I do? How do I compare to others? Are my skills and knowledge growing?
Purpose-is this job bigger than the paycheck? Do I have something that I can believe in and stand behind?
After reading/watching this information, pick at least one question below and answer it in the comments section. Then share it with a manager in your organization who might find it helpful (we all know someone who is struggling with motivating their staff!).
How many of the three keys (autonomy, mastery, purpose) are present in your own job? Is that enough for you?
How many of these three items do you actually, honestly offer your employees?
How many employees take advantage of any of these three opportunities (if available) within your organization?
What management roadblocks may exist that prevent these three motivational tools from being a reality?
If you had to pick one that was most important to you today, which would it be? Would your answer be the same in three years? Why or why not?
How can you use these concepts to coach managers or employees with regard to professional development?
I’m really excited to hear some thoughts on these questions, and I highly encourage you to share this with a manager within your organization. It might be just what they need to see today!
Recent news about JC Penney color cording their employees has garnered some interesting commentary. Here’s a snippet:
JCPenney has split up its associates into categories based on their performance and abilities, according to sources inside the company.
The move has employees worried.
Sources told us that on a broadcast to supervisors and managers in January, JCPenney VP and transformational talent leader Michelle Steitz said they were to categorize their associates into one of three categories:
Red — Remove from company
Yellow — Coach up or out
Green — Go forward
They were also told to “be prepared to make decisions” in the months ahead, according to a JCPenney executive.
“Not only were we supposed to do this with our team members, but as a Store Leader I had to categorize my entire team,” explained a JCPenney store manager.
Many associates don’t know that they’ve been graded and placed into these color categories — m ultiple JCPenney associates we corresponded with were still in the dark about the red/yellow/green system. source
Hint: this is not new
We hear this sort of discussion often, but the terminology usually refers to “A” players, “B” players, and “C” players. The tendency is to see this as a negative practice, but it’s really a way for companies to determine where to spend their limited training and development budgets. The practice also plays a role in succession planning.
Do you spend additional money on a “C” player who is disengaged and actively looking for another job? Would it be better spent on an “A” player who is a superstar performer? Making that determination in itself is another discussion entirely, but there’s nothing inherently wrong with differentiating performance.
I’d also point out that not differentiating employees based on performance is how you create a culture that supports and encourages poor performance. If you don’t treat the “green” employees differently from the “red” employees, the good ones will naturally trend lower with regard to performance. It’s not rocket science.
Check out the video below for more on the topic. I’d love to hear some ideas on how they might have handled this differently or if you think it was the right way to go. Subscribers click through to view.