For New Employees...It's Sink or Swim
Larry Wenger
On-boarding is a term developed and implemented in corporate America now for the last 10 years or so, and it's now just starting to gain some traction in the non-profit community. What is on-boarding?
On-boarding is a series of activities designed to help new employees feel socially comfortable; to feel like they belong. It is not what we typically call "orientation".
When I was a young boy, I had to change schools frequently due to family moves. I recall my sense of awkwardness those first few days, weeks and months. When you are new in a situation, it takes a while before you stop worrying about whether or not you are accepted as a peer; whether or not you are being judged; will anyone eat lunch with you; how long will it be before I'm sure I have a friend? At school this is a very uncomfortable time and it probably detracts from a student's ability to be academically successful.
At work it's the same way. The only difference is that when you are in a workplace situation the situation is more critical. At work you are expected to produce and yet how can you do that when your life is filled with newbie anxiety. On-boarding is about reducing that anxiety so that you can be more comfortable faster and so that you can be a productive member of the team more quickly. Stories of where employees are treated insensitively by co-workers are all too common. This just makes the new employee's adjustment even more difficult and increases the liklihood that they will not last for those critical first six months.
So what are some examples of on-boarding? What specifically can be done to help new employees feel like they are supported and assisted in their adjustment to their new work situation. As you will see they are not difficult or expensive things but they become a program of activity that we intentionally implement to help new employees.
1. Even before a new employee starts have a colleague-to-be send them a welcome note.
2. If the employee is to be assigned a desk make sure it is clean, free of material from a former occupant and has an initial stock of supplies. Make sure they have an email account established and know network log-on procedures.
3. Welcome them on the first day and introduce them to other employees.
4. Debrief them at the end of the day for at least the first two weeks. Give them the opportunity to discuss their observations and concerns.
5. At the end of the first week, give them something to take home and share with family and friends. Might just be a formal invitation for them to visit the office at a time in the near future.
6. Assign someone to have lunch with the new employee those first few days.
7. Arrange a photo-op with the CEO.
8. Conclude the first week with a lunch or morning snack for the new employee and the assigned work group.
Perhaps this list will help you think of other helpful ideas. It's amazing how much of a difference it will make. They'll go home every evening that first week feeling amazed and grateful that they came to work for you...that's what you want. They'll share their joy with others. You can't get better PR.
The option of course is to do nothing and let time be the only event which helps people to eventually be comfortable at your workplace. That's the "sink" part of the equation and that is exactly what will happen to too many new employees if that is your approach. Develop your own on-boarding program; you'll be glad you did.
Monday, December 7, 2015
The Magic "G" Word
Larry Wenger
I know that Thanksgiving is over but is it too late to thing about gratitude? I don't think so. Turns out, according to Life and Business Coach Lorin Beller, it's impossible to be grumpy and grateful at the same time and when we chose gratefulness we are more successful personally and professionally. "We become more attractive to our boss, our clients, and our peers; we especially attract others who have a positive outlook on life." Try being grateful every day for a month, and see if you don't you'll begin to see some benefits. Like for example:
And we need to be grateful for the people in our lives both now and in the past. People who have helped us alone the way; who have given us a word of encouragement; who loaned us their car for a job interview; or who gave us money when we were up against it financially. The words of the song made famous by Josh Grobin a number of years ago remind us about times when others have helped us; "you raise me up, so I can stand on mountains." Be grateful!
Larry Wenger
I know that Thanksgiving is over but is it too late to thing about gratitude? I don't think so. Turns out, according to Life and Business Coach Lorin Beller, it's impossible to be grumpy and grateful at the same time and when we chose gratefulness we are more successful personally and professionally. "We become more attractive to our boss, our clients, and our peers; we especially attract others who have a positive outlook on life." Try being grateful every day for a month, and see if you don't you'll begin to see some benefits. Like for example:
- it becomes easier to work with others; even difficult projects turn out better because of the cooperative relationships you will build.
- you'll find yourself saying "thank you" more often; acknowledging the hard work done by everyone around you.
- even when things aren't going well, you'll be grateful for the small things in life: that you have a job, even if it might not be your ideal situation; that in your search to improve your life, you have found hidden talents that you did not know you had.
- where others see obstacles to accomplishing a goal, you will see solutions, even new possibilities.
And we need to be grateful for the people in our lives both now and in the past. People who have helped us alone the way; who have given us a word of encouragement; who loaned us their car for a job interview; or who gave us money when we were up against it financially. The words of the song made famous by Josh Grobin a number of years ago remind us about times when others have helped us; "you raise me up, so I can stand on mountains." Be grateful!
Friday, November 27, 2015
FOR IMMEDIATE RELEASE
Contact:
Larry Wenger, Founder, Healthier Workplaces
(877) 872-6195
(877) 872-6195
LarryW@HealthierWorkplaces.com
HEALTHIER
WORKPLACES AND KENCREST PARTNER
TO PROVIDE INSPIRED LEADERSHIP FOR BETTER CUSTOMER SERVICE EXPERIENCE
TO PROVIDE INSPIRED LEADERSHIP FOR BETTER CUSTOMER SERVICE EXPERIENCE
Healthier Workplaces,
a Bucks County, Pa.-based management training and employee relations
consultancy, has partnered with KenCrest, a Plymouth Meeting, Pa.- based
not-for-profit organization. KenCrest is
a pioneering provider of social and educational support services to persons
with intellectual and developmental disabilities and autism. Healthier Workplaces, headed by Larry Wenger,
a veteran human resources consultant specializing in both the not-for-profit
and corporate leadership arena, is leading the effort, which will enhance the
professional knowledge of more than 300 KenCrest directors, managers and
supervisors on management best practices to continue the program and
service delivery to KenCrest clients.
The course, entitled “Excellence in
Leadership and Supervision” will build upon the leadership skills of KenCrest’s
management and supervisory staff and positions the agency for future sustainability
and continued growth. KenCrest provides services primarily in southeastern
Pennsylvania, but also operates programs in Connecticut and Delaware, employing
a total of nearly 2,500 people.
The course provides participating staff with a 36-hour training program over a six-week period. It will help them solidify their understanding of leadership and management best practices, develop a clearer awareness of their own leadership styles, identify areas in which a change in their behavior might increase their leadership success, and apply the knowledge and assessment information to their daily activity. The course is being held in several locations concurrently, so that staff from a variety of work locations can conveniently attend. It is anticipated that all trainings will be completed by July 2016.
“KenCrest,”
designated as one of the Philadelphia area’s top places to work, “is to be
commended for taking on a staff development project like this”, says Healthier
Workplaces’ Larry Wenger. “It says a lot
about their commitment to maintaining the workplace as a setting of excitement,
growth and challenge. We’re honored to
be partnering with them in this effort.
Often, when economic times are uncertain, employee training is one of
the first expenses to be cut.
KenCrest’s bold move to make this
kind of an investment in their future, and that of their staff, speaks volumes
about the organization’s commitment to quality services.
Since 2005, many human service
organizations and leading companies throughout the Northeast have trusted
Healthier Workplaces, headquartered in Newtown, Pa., for training on leadership
development and employee morale and relations. Larry Wenger and his team of
expert trainers have years of experience in the area of social management. To learn more about Healthier Workplaces,
visit www.HealthierWorkplaces.com.
# # #
Saturday, November 21, 2015
Getting Rid of the Annual Performance Evaluation
Sounds outrageous doesn't it. No more annual evaluations. Think of it! There's a rationale behind this seemingly over-the-top recommendation. The rationale is that when it comes to improving the performance of employees, and after all that is what it's all about, the annual performance evaluation is not where we should spend our time and energy. Here's why.
1. The communication during the typical performance evaluation is confusing. It's 50 minutes of how great the employee is doing, followed by ten minutes of, "but there is one other thing...." And guess what, the employee walks out only remembering the negative comment.
2. Annual performance evaluations serve a limited instructive function. They are a requirement of a bureaucracy. They are not an opportunity for teaching. They are simply a review of performance over a period of time and normally that period of time is the 30 days before the supervisor wrote the evaluation; that's the period of time that the supervisor can most readily recall, even though the evaluation is supposed to cover a year.
3. The annual performance evaluation too often is not done in a context of a positive relationship between supervisor and employee. So the entire conversation is ripe for misunderstandings to occur. (see the YouTube video in our current Newsletter for an example of misunderstandings). It's not a positive relationship because the supervisor has made only minimal investment in building a relationship.
4. Annual performance evaluations are not done on time or done at all. Not unusual to hear about organizations where a heavy majority of employees have never had a performance evaluation. And sometimes the more senior level supervisors are the most negligent in carrying out this responsibility.
5. The annual performance review has too many surprises; usually surprises about their performance which has not met expectations. This means that employees have been working with the mistaken impression that their performance was at least "ok".
So what is the option? What both employees and supervisors need is regular, frequent performance feedback - daily if necessary. New employees need daily feedback, more experienced, normally, less frequently. This requires the full range of leadership skills in order to be done competently: time management so that time for feedback is available; a commitment to the development and success of employees; the ability to communicate good news and bad news with clarity, to mention just a few.
Let's get good at performance feedback. Begin by having frequent 1:1 meetings. No, a 1:1 meeting is not chit-chat in the hallway. Let's learn about how our employees learn and improve their performance; it'll be a little different for each. Let's learn to teach; see what John Maxwell says about equipping employees for success. Stop playing 'sink or swim' with our employees and then telling them at the end of the year, if they last that long, that they are drowning.
Sounds outrageous doesn't it. No more annual evaluations. Think of it! There's a rationale behind this seemingly over-the-top recommendation. The rationale is that when it comes to improving the performance of employees, and after all that is what it's all about, the annual performance evaluation is not where we should spend our time and energy. Here's why.
1. The communication during the typical performance evaluation is confusing. It's 50 minutes of how great the employee is doing, followed by ten minutes of, "but there is one other thing...." And guess what, the employee walks out only remembering the negative comment.
2. Annual performance evaluations serve a limited instructive function. They are a requirement of a bureaucracy. They are not an opportunity for teaching. They are simply a review of performance over a period of time and normally that period of time is the 30 days before the supervisor wrote the evaluation; that's the period of time that the supervisor can most readily recall, even though the evaluation is supposed to cover a year.
3. The annual performance evaluation too often is not done in a context of a positive relationship between supervisor and employee. So the entire conversation is ripe for misunderstandings to occur. (see the YouTube video in our current Newsletter for an example of misunderstandings). It's not a positive relationship because the supervisor has made only minimal investment in building a relationship.
4. Annual performance evaluations are not done on time or done at all. Not unusual to hear about organizations where a heavy majority of employees have never had a performance evaluation. And sometimes the more senior level supervisors are the most negligent in carrying out this responsibility.
5. The annual performance review has too many surprises; usually surprises about their performance which has not met expectations. This means that employees have been working with the mistaken impression that their performance was at least "ok".
So what is the option? What both employees and supervisors need is regular, frequent performance feedback - daily if necessary. New employees need daily feedback, more experienced, normally, less frequently. This requires the full range of leadership skills in order to be done competently: time management so that time for feedback is available; a commitment to the development and success of employees; the ability to communicate good news and bad news with clarity, to mention just a few.
Let's get good at performance feedback. Begin by having frequent 1:1 meetings. No, a 1:1 meeting is not chit-chat in the hallway. Let's learn about how our employees learn and improve their performance; it'll be a little different for each. Let's learn to teach; see what John Maxwell says about equipping employees for success. Stop playing 'sink or swim' with our employees and then telling them at the end of the year, if they last that long, that they are drowning.
Monday, November 9, 2015
Set up Employee Perks that are Creative, "Cool" and not Expensive.
So you are not a Silicone Valley employer and you cannot afford free meals, child care, a year of parental leave or unlimited vacation time. So what? That doesn't mean that your benefit package needs to be same old, same old. You can still be creative, cool and affordable. Here are some ways to accomplish that, according to INC. writer Diana Ransom.
1. Allow your employees to take a day off periodically to volunteer at a social agency. Maybe you are already a social agency but doing this gives your employees a view of how things are at other agencies and maybe they will appreciate your place more. They may also have opportunity to rub shoulders with corporate volunteers and might be eager to learn about what you are doing.
2. Provide subsidized shares at a local community supported agriculture garden. Great opportunity for your employees to learn about growing great, natural food.
3. Subsidized gym memberships. Negotiate with a local fitness center about a bulk membership purchase and you'll get the per person rate down very low.
4. Give employees $100 per year to assist in their purchase of a non-motorized vehicle (bike, kayak, roller skates). Physical activity not only builds health but fights of depression and the loss of their "mojo".
5. Make benefit changes as flexible as possible. Everyone is different. Yes, it will cost more to coordinate but the savings might be more than made up in reduced turnover.
6. Have focus group discussions employees annually to review their needs and interests with regard to perks.
7. Tie perks to the bottom line. Yes, some of them are very nice, but the reason they exist is to make the organization more effective and efficient. If a perk is costing more than the savings it produces, chances are it should not survive.
So you are not a Silicone Valley employer and you cannot afford free meals, child care, a year of parental leave or unlimited vacation time. So what? That doesn't mean that your benefit package needs to be same old, same old. You can still be creative, cool and affordable. Here are some ways to accomplish that, according to INC. writer Diana Ransom.
1. Allow your employees to take a day off periodically to volunteer at a social agency. Maybe you are already a social agency but doing this gives your employees a view of how things are at other agencies and maybe they will appreciate your place more. They may also have opportunity to rub shoulders with corporate volunteers and might be eager to learn about what you are doing.
2. Provide subsidized shares at a local community supported agriculture garden. Great opportunity for your employees to learn about growing great, natural food.
3. Subsidized gym memberships. Negotiate with a local fitness center about a bulk membership purchase and you'll get the per person rate down very low.
4. Give employees $100 per year to assist in their purchase of a non-motorized vehicle (bike, kayak, roller skates). Physical activity not only builds health but fights of depression and the loss of their "mojo".
5. Make benefit changes as flexible as possible. Everyone is different. Yes, it will cost more to coordinate but the savings might be more than made up in reduced turnover.
6. Have focus group discussions employees annually to review their needs and interests with regard to perks.
7. Tie perks to the bottom line. Yes, some of them are very nice, but the reason they exist is to make the organization more effective and efficient. If a perk is costing more than the savings it produces, chances are it should not survive.
6 Hot Tips to Help You Hire Winners
Very few of us have ever had any formal training in how to make hire decisions. We learn as we go and we feel like out "gut" reaction to an applicant is pretty accurate. Times have changed in the hiring game however and today you are likely to know more about the capacity of that copier you bought last month than you do about the applicant sitting in front of you. They are all wearing a "mask" after all and your job, should you chose to accept it, is to get behind the mask and uncover what the applicant probably does not want you to know.
Making good hiring decisions can make all the difference for your organization. You'll definitely be ahead of the game when it comes to employee morale; you will probably lower your turnover rate and the ability of the staff as a whole to meet your "mission" increases dramatically. Since replacing even a $10 per hour employee, according to the U.S. Bureau of Labor Statistics, costs no less than $3800 out of pocket, you'll even save money.
So here are 10 smoking' hot tips to help you separate applicants who can really help you from those who will be around to collect a paycheck, and very little else.
1. Remember, your objective is different than the applicant. You want to find out as much about the applicant as possible; the applicant wants a job offer or at least a second interview.
2. Watch out for "positive chemistry". This feels good right away and you'll assume that you've finally found the right person. But it probably has very little to do with whether or not the applicant can meet the job requirements.
3. Make sure your questions ask about the applicant's past work and experience. Don't pose a scenario and ask, "what would you do?" Past performance is the best predictor of performance in the future.
4. Don't provide the applicant with a job description before the interview. Plenty of time for that later. The job description (especially if it's a good one) merely gives the applicant easy access to the verbiage he/she thinks you want to hear.
5. Don't talk too much. Wait for the applicant to answer difficult questions. Be comfortable with silence. If you as the interviewer are talking more than 20% of the time...you are talking too much.
6. Use pre-prepared questions. That way you will be able to listen intently without worrying about what your next question should be.
Making good hiring decisions is not necessarily a science, but you should always be trying to improve your ability to make these judgements. Whatever hiring process you have, subject it to a quality control process. Become a student of hiring and do it better today than you did yesterday.
Very few of us have ever had any formal training in how to make hire decisions. We learn as we go and we feel like out "gut" reaction to an applicant is pretty accurate. Times have changed in the hiring game however and today you are likely to know more about the capacity of that copier you bought last month than you do about the applicant sitting in front of you. They are all wearing a "mask" after all and your job, should you chose to accept it, is to get behind the mask and uncover what the applicant probably does not want you to know.
Making good hiring decisions can make all the difference for your organization. You'll definitely be ahead of the game when it comes to employee morale; you will probably lower your turnover rate and the ability of the staff as a whole to meet your "mission" increases dramatically. Since replacing even a $10 per hour employee, according to the U.S. Bureau of Labor Statistics, costs no less than $3800 out of pocket, you'll even save money.
So here are 10 smoking' hot tips to help you separate applicants who can really help you from those who will be around to collect a paycheck, and very little else.
1. Remember, your objective is different than the applicant. You want to find out as much about the applicant as possible; the applicant wants a job offer or at least a second interview.
2. Watch out for "positive chemistry". This feels good right away and you'll assume that you've finally found the right person. But it probably has very little to do with whether or not the applicant can meet the job requirements.
3. Make sure your questions ask about the applicant's past work and experience. Don't pose a scenario and ask, "what would you do?" Past performance is the best predictor of performance in the future.
4. Don't provide the applicant with a job description before the interview. Plenty of time for that later. The job description (especially if it's a good one) merely gives the applicant easy access to the verbiage he/she thinks you want to hear.
5. Don't talk too much. Wait for the applicant to answer difficult questions. Be comfortable with silence. If you as the interviewer are talking more than 20% of the time...you are talking too much.
6. Use pre-prepared questions. That way you will be able to listen intently without worrying about what your next question should be.
Making good hiring decisions is not necessarily a science, but you should always be trying to improve your ability to make these judgements. Whatever hiring process you have, subject it to a quality control process. Become a student of hiring and do it better today than you did yesterday.
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