Inspire Success

Everyone is motivated by different needs but generally when people feel good about themselves, the work they do, and the organisation they work for, it is much easier to gain their cooperation. As a manager or owner, you have a fantastic opportunity to make a difference to how your people see their work with your business.
Here are my

Top 10 Ways to Motivate your People

– which will lead to improved performance, productivity and profit for your business.

1. Outline the job responsibilities and expectations
2. Ask what your people want from their work
3. Consider each employees situation
4. Treat them as individuals – but always recognise the team
5. Use flexibility wisely
6. Put money in its place
7. Involve staff in the decision making process
8. Get involved in their development
9. Make the hard calls
10. Recognise that motivation isn’t always the answer

Almost all employees want to do interesting work, secure a good salary and earn recognition for their contributions. But motivating employees takes more than money and an occasional “thank-you.” It requires a strategy tailored to each worker’s needs.

1. Outline job responsibilities and expectations. Make certain that team members know exactly what is expected of them and how their performance will be evaluated. Maintain high standards. By involving team members in establishing high standards of performance, you will build their pride and self-confidence. It has been shown time and again that setting high standards at the start improves staff retention and customer feedback.

TOP TIP: set up a comprehensive and practical induction process so that their Onboarding experience is positive. Check back after one week and one month to make sure that all is still okay.

2. Ask what they want out of work. Just knowing that their boss is interested in their goals will make them feel better about their jobs. It can be difficult to get a quick and accurate answer to this question, however. Some workers may say that they want to work on a prestigious project, for example, only to discover once they have been assigned to the project that it isn’t what they expected. Maintain an 'open-door' policy. Be approachable, available, and interested, not distant.

TOP TIP: have a communications system that allows you to sit formally with your people every 3 months for just 30 minutes. Give them opportunity to tell you why they are still with you, what needs to change and you should give feedback on what is working well and where the development needs are.

3. Consider each employee’s situation (age and career / life stage). There are exceptions to every generalization, of course, but workers nearing the end of their careers are often less focused on the next promotion than those who are just starting to climb the corporate ladder. Younger workers may also be less accustomed than older ones to waiting patiently in a job they don’t find interesting. Engineers are likely to be motivated by working on cutting-edge projects. On the other hand, sales professionals tend to use money as a way to measure how well they’re doing.

TOP TIP: your communications system is key here. Find out what is important to them and where you can, tailor their remuneration or recognition to suit them. Take their ideas on board and make changes where you can.

4. Treat them as individuals – but always recognise the team. Always treat people with respect. Be thoughtful and considerate of the person you are dealing with. Pinpoint each employee’s personality. Give recognition. Give appropriate praise and recognition for a job well done. Some people love public praise; others are mortified by it and would much prefer a sincere, in-person “thank-you.” Make sure you take this into account if you are planning a ceremony to give awards or other recognition. Be aware of the morale level of your team. Be sensitive to changes in morale. Know when and why it goes up or down. Develop a caring attitude. A good manager trains, develops, counsels, guides, and supports their team and be sure to listen. Always listen to and try to understand what people are really saying.

TOP TIP: use your 30 minutes every 3 months to provide feedback on their performance. Give very specific examples of where things are going well, or where a customer has made a positive comment and then also show examples of where improvement is required – comparing to the standards.

5. Use flexibility wisely. Allowing employees to telecommute some of the time or to set their own office hours can have big benefits. It makes employees’ lives more manageable — and it shows them that they are trusted. Still, as with other motivators, one size does not fit all. Some jobs simply can’t be done effectively outside the office. And some workers actually like going in to the office to escape the distractions of home or to preserve a line between home and work. Ask for suggestions. Be sure to invite new ideas from team members concerning work. Be willing to put good ideas into action by making changes.

TOP TIP: have standards set on how people work from home, or remotely. Conduct a ‘home office’ check to show your people how important safety is and that working from home is ‘still working’. Ensure that all equipment is signed off on a register and there are policies for use of equipment.

6. Put money in its place. How well does money motivate workers? The answer isn’t simple. An employee who demands a raise might really be unhappy because his or her suggestions are being ignored, for example. And surveys and experts offer different answers about how important money is, depending on how the question is phrased. Money has been described as “a baseline”: too little of it can make workers feel unappreciated and resentful. You don’t want compensation working against you as a motivator - employees don’t want to feel like their boss is taking advantage of them. However, motivation to work hard rarely comes solely from money. If your employees are being paid fair salaries and still seem unwilling to go the extra mile, throwing more money at them is unlikely to be the answer.

TOP TIP: have a transparent salary review process – when salaries will be reviewed, how increases will be determined, what – if any connection there is with a performance review. Be consistent and don’t deviate!

7. Involve team members in the decision-making process. Give them a share in decision making. If not deciding what is to be done, then how it is to be done, or when or in what way, by whom. Let their participation increase over time. Keep them informed about changes that can directly affect them such as policy changes, procedure or rule changes, product information changes, and performance changes. As you become more confident that they are making decisions as you would, hand over a little more!

TOP TIP: be consistent in the way you make decisions. Your people will learn from how you handle situations and slowly but surely have the confidence and competence to take on more. Give them feedback on their progress – and never get emotional if they make a decision you wouldn’t have!

8. Get involved in their development. When you ask your people what kind of work they enjoy, also find out about what they’re hoping to do in the future. Giving them opportunities to build the skills and make the connections they need to get ahead in their careers will build loyalty and motivation. It can be very important to keep learning new skills on the job. With people changing jobs more often than they used to and companies no longer promising long-term employment, younger workers in particular realize that continuing to learn is the way to stay employable. With an aging population in Australia, we need to look for ways of tapping into the vast knowledge of older workers, in a way that inspires and excites them too.

TOP TIP: include personal and professional development in your 30 minutes every 3 months. This coupled with a clear training and professional development policy will reinforce what training is considered the employees responsibility and where the employer is prepared to help – in on the job training, with time off or with costs.

9. Make the hard calls. Leaving non performers in the team can be one of the easiest ways to get the rest of the team off side. Employees with a bad attitude, who waste time, who are not punctual and reliable cause huge issues for morale and productivity. Issues should not be bundled up and delivered all at once – poor performance or poor attitudes need to be addressed immediately. Have performance discussions without delay and set the staff up for success – if they take the lead and improve, or if you help them to leave, your team will see that you are decisive and have shown true leadership.

TOP TIP: having standards for every position allows you to give feedback when they are not being met. Your 30minutes every 3 months allows you to give this feedback very directly before it goes off the rails. Use a very clear performance management policy and grievance or dispute procedure to show all employees what happens when the standards are not met.

10. Recognize that motivation isn’t always the answer. If your motivation efforts aren’t working, it may not be your fault. Not everyone can be motivated for a particular job or at a specific time. If an employee would really rather be doing something else, it may be best to encourage him or her to pursue something new. Remember that we are all motivated by different factors; find out what these are for each of your team and you will be on the way to creating a environment within which they can do their best work.

TOP TIP: applying some or all of our Top Tips will get you well on the way to setting up a motivating environment. Employees must bring their own motivation, however, so knowing when to stop trying can save much time, effort and money.

The First Fair Work Australia Wage Case

This decision concerns the first Annual Wage Review under the Fair Work Act 2009 (Fair Work Act). A large number of interested organisations and bodies participated in the review. 

For the entire decision - please click on this link. 

The Increase!

An increase of $26 applies to all modern award minimum weekly wages.

The national minimum wage in the national minimum wage order will be $569.90 per week or $15 per hour. The hourly rate has been calculated on the basis of a 38 hour week for a full-time employee, consistent with s.62 of the Fair Work Act.  

 

 

 

For more details on the decision - follow this link. 

Implementation

This pay increase is effective 01 July 2010. The effect will be that where the phasing provisions are included in an award the pre-modern award conditions relating to minimum wages, casual and part-time loadings, Saturday, Sunday, public holiday, evening and other penalties and shift allowances will apply until 1 July 2010 when the modern award obligations will commence. There will be a further four instalments on 1 July of each year concluding on 1 July 2014.  

For more information on transition arrangements - follow this link.

 

 

 

The Top 10 Hiring Mistakes - and how to avoid them

Have you ever made a hiring mistake, that in hindsight makes you cringe? Over the years, we have worked with many organisations and I would argue that these would be the Top 10 hiring mistakes:

1. Failing to analyse the vacancy and plan the recruitment
2. Not having key recruiting criteria (krc)
3. Prioritising technical skills over cultural fit
4. Taking the best of a bad bunch
5. Not doing background checks
6. Not doing an effective induction
7. Only considering internal applicants / not considering them
8. Not conducting rigorous behavioural interviews
9. Not asking for help when you need it
10. Not realising this is a marketing exercise

Read more ....

So what do you ABSOLUTELY need - the Recruitment Basics

If there were 3 things that could help you get the most from your recruitment and selection activities, here they are:

1. Recruitment Policy

Having a systemised set of guidelines for how recruitment gets done at your place will make each of your efforts more focussed, more cost effective and more successful! Have a look at 'this one we prepared earlier' to get an idea of how you can set yours up.

2. Key Recruiting Criteria (KRC)

Your KRC sets you up for success and can be used for so many things! Keeping your recruitment on track is obvious, but also to help with evaluation and selection, the onboarding process, for identifying training needs and for performance feedback! Have a look at this one so you know what we mean.

3. Standard Questions

Behavioural interviews are really asking 'tell me how/when/why you did this...'. Having a standard list of questions for each role is ideal, but if that is going to stretch you, at least have a collection that make sense in your workplace and can be used across the whole business. Here is an example of what I mean.

Did you know that there has already been more than $33million in fines to small business for Fair Work Act non compliance?

Determining the Modern Award that applies to your business is a key element of becoming compliant - but it can be challenging! From thousands of state and federal awards there are now around 200 that will affect most businesses. For many of our customers, it has been very easy to identify the Modern Award that applies to their business - for others it has been quite difficult. Getting the pay and transitional arrangements for your staff right is even more critical in this time of change. 

Modern Award Madness - get it right for your business

Modern Awards, together with the National Employment Standards (NES) and the national minimum wage orders, form the safety net for employees under the new Fair Work system. Under the Fair Work Act 2009, penalties of up to $6,600 for an individual and $33,000 for a corporation may apply to a breach of a term of a Modern Award and/or the NES. Here is our action plan to make it easier for your business:

1 – Confirm your Awards
What Modern Awards cover your employees now? Check our Fair Work Support Site - http://www.inspire-success.com/fairworkact
Identifying the Modern Award or award/s that applies to your business may require specialist advice.

2 – Check the old award/s with the Modern Award/s
What award were your employees covered by? Compare those provisions with those of the Modern Award and the NES. Remember that if the former award conditions are better, they could still apply to your people.

3 – Research any transitional provisions
Do your Modern Award/s have transitional provisions? July 2010 might be one of several new milestones for your business.  This could include wages, loading, penalties and non-expense related allowances. Most Modern Awards have transitional requirements, which are key to effective implementation of the awards in your business.

4 – Update your people practices
Many of your people policies, procedures and letters will need to be modified. Updating these systems may need some guidance.

Still unsure about how it applies at your place? Why dont you take a look at our FWA Support Site for a one stop shop! Use our Fair Work Checklist to do your initial review of your people systems and if you need any help, give me a yell!

Stress in the Workplace

Unlike other health hazards in the workplace, stress may not be easy to detect. Managers may see it as a potential problem but have so many other responsibilities they 'push it under the carpet'. This could be a major stressor for them!

Likewise staff may worry that they cant fix the problem or that it is a failure to cope on their part.

Either could lead to a breakdown in the communications vital to the support and maintenance of good teamwork, potentially setting your business up for accidents and injuries, workers compensation claims, complaints from customers and costs attributed to high staff turnover.

Be aware of these signs:

* An increase in overall sickness absence – especially frequent short absences
* Poor work performance – less output, lower quality of work, poor decision making, poor timekeeping, increased occurrence of accidents
* Relationships at work – poor relationships with colleagues and clients, bullying, harassment, conflict
* Employee attitude and behaviour – poor timekeeping, loss of motivation or commitment, working long hours but with decreasing effectiveness

While each individual’s response to stressors is unique, some common symptoms are obvious

Behavioural – withdrawal, hostility, eating disorders, increasing use of coffee, alcohol, drugs or tobacco, poor concentration, poor judgement, loss of creativity, making more mistakes, being too busy to relax, absenteeism;

Emotional – loss of confidence, lack of self esteem, anxiety, frustration, anger, apathy, worry or anxiety, depression;

Physical – difficulties in sleeping, frequent and unspecified aches and pains, digestive problems, exhaustion, nausea, lowered resistance to minor illnesses.

Displaying some of these symptoms does not automatically indicate that a person is experiencing stress, but they do point to such a possibility.

Surveying your staff - what do they really think?
At the start of a new year, many people, personally or professionally, spend time reflecting on the past year - the things that went well and the areas that they could improve. This can also be an important element to your people strategy - what were your staff happy with and what ideas do they have to improve their work environment or the business?

This is even more critical with workplace legislation changing and new and different systems being introduced. How do we do this so that staff are not anxious or nervous?

When managed well, staff surveys can assist in increasing staff retention rates, lowering absenteeism, improving productivity, enhancing customer relations, and increasing profitability. When staff survey results are acted on, it can reinforce to employees that their input is valued by the organisation and help improve morale and loyalty - all valuable outcomes in today's candidate-short market.

The staff survey process often presents a number of challenges; high costs, a time consuming process, poor response rates, and administrative challenges around producing quality reports and charts. So how do we overcome these hurdles to implement an effective employee feedback program?

·         Conduct the staff survey using a mixed methodology of online and traditional paper based approaches. Online surveys save money and respondent time and paper surveys are essential in meeting hard-to-reach groups who don’t have access to the Internet.

·         Market the staff survey internally via email, notice boards or the Intranet and promote the benefits of taking part to increase response rates.

·         Make sure you have buy-in from team leaders and that they own the results. Appoint a staff survey coordinator who will liaise closely with your senior team.

·         Protect and communicate the anonymity of the employees’ responses and you are more likely to receive honest feedback. Using a 3rd party to conduct and manage the staff survey can assure the employees of confidentiality.

·         I have found that using a third party to conduct your staff survey also increases response rates, provides objectivity in the report and more quality in questionnaire design.

·         Communicate the results to your workforce whether they are positive or negative. This should be done quickly to show you’re being serious and then get them involved in working out what the actions will be.

·         It’s not enough to just conduct staff survey! You and your senior team needs to make sure you act on the results and communicate your actions to their employees. A positive plan of action needs to be put into place to address some of the key issues.

·         Finally run the staff survey at the same time every six months or so to gauge the difference in satisfaction levels and highlight any problems. Together with performance reviews, team workshops and exit interviews, this can build a picture of staff satisfaction and ensure that you retain your most valuable resource – your employees.

The Fair Work Act - how fair is it?
From 1 January 2010, several important changes in Australia’s workplace laws that affect all employers and employees in the national workplace relations system came into play.
• National Employment Standards (NES)
• Fair Work Information Statement
• Sole traders, partnerships & others moving into the national system
• Modern awards
• Transition to modern awards

Both Employers and employees need to be prepared for these changes, how is your business looking? Use this checklist to run a quick review - and if you need any help, give me a yell!

Employees look forward to the traditional work Christmas party, which is a wonderful way for a business to celebrate its wins for the year and to make employees feel appreciated, allowing them to relax, get to know each other and share the joys of the season. However all this merriment can offer the perfect environment for sexual harassment and workplace accidents to occur. 

The combination of a social setting, a relaxed, party atmosphere and alcohol can create high spirits - which can quickly erode inhibitions and commonsense. Every year the various anti-discrimination tribunals receive complaints of sexual harassment at work Christmas parties and these can lead to costly claims for the employer. Whether it is a stolen kiss underneath the mistletoe, an overly enthusiastic dance partner, unwelcome or uninvited sexual advances, or a comment on someone's appearance, sexual harassment claims are often rife after Christmas parties.

To avoid potential workplace issues and litigation, it is important for you, as an employer, to be familiar with your legal responsibilities, the potential liabilities associated with hosting a business party and an understanding of how to be a responsible host. Under Occupational Health and Safety (OHS) legislation, as an employer you have obligations to ensure the health, safety and welfare of all your employees while they are at work.  

The Christmas party is considered a 'work activity' and intoxication is not a defence to sexual harassment laws.  And this responsibility of care is not confined strictly to the workplace – it can be an off-site party and also includes the trip home.

So when organising your staff event, why not consider these key points:

Objective: what do you want to achieve? This should form the basis for all of your planning efforts.

 

• Say thanks for a hard year;
• Prepare for a challenging new year;
• Give an update on the business;
• Set the scene for changes;
• Spend time together and relax;
• Build team work and camaraderie;
• Bring families into the workplace;
• Wish everyone a merry Christmas

.

Audience: how can you match the company objectives with their expectations? 

• How old are they?
• How long have they worked with us?
• How many of them are there?
• What are their previous experiences?
• What is their work history?

Budget: how much can you spend?

Transport: public transport, cab charge or their own devices – this can be a strategic and moral decision.

A Christmas party should NOT be about:   

• Giving everything away;
• Promoting a drinking culture;
• Surprises – ethical and moral;
• Going against company policy;
• Promoting the religious aspect of ‘christmas’ party. (Unless that is your business!)

Some things to remember:

• Some people find it hard to differentiate work and play when not in the workplace – BEWARE!
• Watch the entertainment! 

Set the ground rules covertly and overtly before the party:     

• Expectations of behaviour
• Closing off the bar tab
• Finishing of the Christmas party event
• How they will get home. 

Here are some ideas to host a seasonal shindig on a shoestring budget:

• Hold a party in the office, eliminating venue hire costs, expensive bar tabs, tiresome queues for the toilet, oppressive bouncers and transport.
• Deck the halls with handmade decorations – you’ll create a look that is cheap, cheerful and quirky.
• While three-course sit-down dinners are a popular option for Christmas parties, cocktails and canapés provide more bang for your buck.
• Visit venues offering all-inclusive packages that include extras such as lighting, theming and furniture.
• Look out for specials on alcohol now – a number of great deals are available in the lead-up to Christmas, so stock up early for that festive toast! 
• Or consider having a cash bar instead of an unlimited drinks package.
• Limit lavish extras – a great Christmas party doesn’t need to have a live band or magician.
• Remember, staff want to have fun and celebrate the festive season with their colleagues. 
• Australia has the ideal climate to enjoy a Christmas party outdoors, so host a barbecue by the lake or at a nearby park.

When decorating the office:

• Use a stepladder, not a swivel chair to put up decorations.
• Don't hang the tinsel on computers or other sources of heat.
• Don't decorate emergency exit signs.
• Switch off tree lights before going home.
• Ensure that Christmas trees are secure and won't be knocked over by people passing by or pulling cables.
• Keep party food that spoils in a fridge before the party.
• Use paper cups, not glasses.
• Move computers out of range of possible spillages.

Before the Christmas party:    

• Send an email, or pin to the notice board, a reminder to staff of EEO and OHS policies and behavioural responsibilities.     
• Remind staff that Kris Kringle/Secret Santa gifts should not be offensive or sexual in nature.     
• Designate someone to stay sober in order to monitor the party to ensure any issues are promptly and properly addressed.     
• Inspect the venue for possible hazards like slips and trips and make potential risk areas out of bounds.     
• Suggest a dress code for the party that keeps things professional.     
• Avoid indoor fireworks, barbeques, candles and the like.

At the Christmas party:     

 

 

 

• Alcohol, if served, should be done responsibly.      
• A voucher system may be a useful way to limit alcohol consumption.      
• Have a bartender dispense the alcoholic drinks.     
• Instruct them as to when to limit alcoholic service.     
• Sufficient food should be served with alcohol.     
• Have plentiful supply of low alcohol and non-alcoholic beverages available.     
• Buffets present a particularly high risk of food poisoning from foods such as cooked meats, eggs, mayonnaise and cooked rice.     
• It is recommended that food should not be left out at room temperature for more than 90 minutes and stored below 5°C.    
• Don't hang mistletoe.  An innocent kiss may turn into a festive fling which could have repercussions in the workplace. 

and Hey - have a great time!

Note: thanks to NSW Business Chamber for providing some of these hints.

 

 

 

They are able to attract the best people, retain them and keep them engaged in their business for improved performance.

Organisations that can rally their people together can achieve rewards way above the competition!

Whether you are a business owner, CEO, Managing Director or the People Specialist, you are in the position to make a difference in these challenging economic times.

A thriving, recession proof company values their employees. Other companies will follow the traditional approach of laying off staff.

Some very talented people will be let go by your competitors and there is no better time to add their skills and experience to your team. They may bring some much needed, fresh thinking and ideas to your business.

At the same time, your current staff morale will remain high, as they won't feel threatened by impending layoffs. Leave those concerns to your competitors!

Think about how you make a positive customer experience. Front line employees in customer service, delivery, purchasing, operations, and sales often have powerful money saving ideas at their fingertips.

Now is the time to do something differently.

Why not be the one leading the pack out of this challenging economic time?