Inspire Success

What is 360 degree feedback

360 degree respondents can be the employee’s peers, supervisors, managers, team members, other staff members, customers, suppliers – anyone who can provide objective feedback on the employee. Sources should be chosen on factors such as their knowledge of the employee’s performance, the importance of their relationship with the employee and their ability to provide objective feedback and use examples to back up their opinions.  The process for identifying respondents should be clearly set out with employees having some opportunity to input. The feedback is typically provided on a form (paper or online) showing job skills/abilities/attitudinal/behavioural criteria and some sort of scoring or value judgement system. The employee should also assess themselves using the same feedback form. In order for the 360-degree feedback process to be effective, it is important that it be designed and used correctly. The confidentiality of everyone involved should be respected at all times and the feedback should be summarised and delivered to the employee by individuals trained in feedback techniques. Employees should always be offered support to act on feedback.

Why use 360 feedback:

360 feedback can help to identify strengths and development needs for the employee and also help managers by providing insights into their management and leadership role. 360 feedback can open up communications about performance because the process involves giving and receiving feedback from all directions in the organization. Understanding ourselves and how we interact with others helps us understand the impact we have on those around us. 

Companies typically use a 360 feedback system in one of two ways:

1. 360 feedback as a development tool to help employees recognize strengths and weaknesses and become more effective
When done properly, 360 feedback is highly effective as a development tool. Employees can gain insight into how others perceive them and have an opportunity to adjust behaviours and develop skills that will enable them to improve / excel at their jobs. It can tell you where the development is needed for your employees so you don’t end up wasting a huge amount of money on training that people don’t need.

2. 360 Feedback as a Performance Appraisal Tool
360 feedback focuses on behaviours and competencies more than on basic skills, job requirements, and performance objectives. These things are most appropriately addressed by an employee and his/her manager as part of the annual review and performance appraisal process. The 360 feedback can enhance your performance management system, by incorporating 360 feedback into a larger performance management process, but only with clear communication on how the 360 feedback will be used.

What does 360 Feedback measure

• 360 feedback measures competencies – for example leadership, decision making, problem solving, customer service, motivation etc
• 360 feedback can identify underlying attitudes and thinking patterns that drive behaviour  and even help resolve what is causing counter-productive actions
• 360 reviews provide feedback on how others perceive an employee
• 360 feedback addresses skills such as listening, planning, and goal-setting
• A 360 evaluation can identify and measure areas such as customer service, teamwork, training needs, work environment and leadership effectiveness. The feedback can then be used to create development plans to increase capabilities and performance.

Is this something that could be an issue at your place? Inspire Success is all about implementing practical solutions that help create high performing workplaces which are customer focussed and free of conflict - no matter what size your business is. Contact Rae Phillips at Inspire Success for further information raephillips@inspire-success.com

Rewarding and recognising your staff can be as simple as a pat on the back to a more structured salary review process. What is important is that your employees feel valued and know they are recognised for the contribution they make to your business.  While it is true that people often do not move jobs for money alone, the remuneration on offer can play a significant role, both in attracting a candidate to join your firm, or leading a current employee to “look around”. Here we look at the salary review process.....

Why do a salary review
You can keep your salary review and performance review separate but it does make sense to bring the two together and allows you to reward your high performing staff. If you are managing both processes it is best practice for the salary review to happen immediately after the performance appraisals. For those who manage these processes they believe that being paid appropriately is a form of recognition and sends a message to staff regarding how much they are valued. Whilst money is by no means the sole motivating factor at work, if you underpay, it is a definite de-motivator, and in this employment market this is likely to lead to staff moving to firms who will pay them the recognition they feel they deserve.

In general, salary reviews are about two things:

1. How the employee performs their job.
2. Where that employee fits relative to the external job market.

Getting the right information for your salary review
It’s important when managing a salary review to look at what the market is paying. You can get information from contacts in your network, from industry information gained through salary surveys from various organisations and from Human Resource and recruitment professionals. Finding out what it would cost to replace an employee in the current market is revealing and valuable information.

Salary reviews are an important process and require care and preparation in order to meet your employees’ expectations and ensure that the review is a valuable process. It is also important that full explanations are offered as to the reasons and criteria behind why salaries are reviewed. Not everyone may receive a salary increase or at least an increase at the level they were expecting, so it is important that their expectations are managed correctly by fully justifying and preparing prior to undertaking the review. Likewise, you may be in a position to offer someone a pay increase at a higher level than they were expecting. Here, it is important that you fully utilise this situation by praising and congratulating on excellent performance or contribution.
Although companies have different approaches to reviewing and remunerating employees, simple considerations can help you make the process become more effective:

Tips for your salary review process

• Have a good understanding of the objectives of your performance and salary review processes prior to beginning e.g. to align your business and employee goals, to recognise and reward well performing employees etc
• The process should be carefully planned and documented from beginning to end
• Ensure all your Managers are trained in the process being used and understand how the review should be conducted. Have template documents that are used so that employees are all treated in the same way and so fairly
• Ensure feedback and decisions are objective and based on your benchmarking criteria and that they are clear and easily understood by your Managers and employees
• Make sure your rating system is fair and easy for employees to understand. Have each rating translate into what the raise in salary will be (if performance unsatisfactory then there would not be a raise)
• Ensure pay is reviewed in line with the Modern Award rates of pay

Is this something that could be an issue at your place? Inspire Success is all about implementing practical solutions that help create high performing workplaces which are customer focussed and free of conflict - no matter what size your business is. Contact Rae Phillips at Inspire Success for further information raephillips@inspire-success.com

Significant dates for new employees:-
Now you have completed your interview process and selected your new employee it is important to manage some critical dates. These include induction, probation and confirmation of the new employee. A very important step is to set a probation period for the new employee and for that length of time and the process to be clear to them. 

Length of probation period:- 
The length of the probation period and the terms around it should be set out in the terms and conditions of your employment and then be managed carefully.  A ‘probation period’ is usually a three month period (based on calendar months) from the date of commencement of employment where you assess the suitability of the employee for the role and the employee has the opportunity to settle in and to determine if the role meets their needs. A key thing to remember is the probationary period must be set in advance and must be reasonable. Three months can be suitable for some roles but for a more senior role you could have a probationary period of six months (as long as there are reasonable grounds for this). For a ‘small business’, i.e. less than 15 employees by head count and including associated entities (see s.383 of the Fair Work Act), the period can be increased to twelve months.  

Why have a probation period:-                                                                            
The probation period is a time when you can validate your selection and ensure there is a good fit between the new employee and the job. It is a time when there should be communication between you and the new employee and some assistance given to them to settle in.  In essence, an employee on probation has been appointed but not yet confirmed in a permanent role. The purpose of a probationary period is to provide:

• Time for induction / onboarding and training
  
• An opportunity to assess the employee and their ability to perform in the job
  
• Time to assess fit into your business
  

Regular feedback to the new employee is important and should be provided throughout the probationary period.

What are the benefits of a well managed probation period:-

• allows the new employee settle into the workplace
  
• provides a focus for you and the new employee on what knowledge and skills are required to be developed during probation for them to succeed in the job
  
• provides some structure for the new employee on the key aspects of their job and the key people they will be interacting with
  
• allows you to give and receive feedback on a new employee’s progress during probation.
  

If you are generally happy with the performance of your new employee but continue to have a few concerns at the end of their probationary period, then you can extend the probation via a review on or before the end of it. You will also need to provide information in writing, detailing the period of the extension and the areas which require improvement. Provided you act sensibly, you can let the person go if they are not working out without having to carry out the usual disciplinary procedures once an employee is confirmed.  

Review the new employee’s progress regularly and provide them with feedback so they know how they are progressing – either with praise or with explanations as to where improvement is required.  We think it is a good idea to do a Probation Review at the mid point of the probation period.

Overall, the probationary period is an excellent tool to ensure that the new employee is performing in the way you want and is motivated, committed and happy working with you and your organisation. It allows you to be fair and highlight areas which require improvement, and it provides time and scope for the new employee to improve in those areas. The result should be that at the end of the period, the decision to continue or not is easy and clear for both parties.

Confirmation of appointment:-
As the probationary period nears its conclusion, you need to decide whether you wish to retain the new employee or not. If you do, then confirmation of appointment is the process used to end a probation period and appoint an employee permanently. Ideally, a letter is given to the employee confirming the date their probation period ended and affirming the details / conditions previously agreed upon of their employment. The letter states that the employee's performance has been satisfactory and it confirms the employee's appointment to the job. It is good practice to give your new employees a confirmation letter when they successfully complete their probation but it also provides affirmation to the employee that they are doing well in their role and have peace of mind that their job is now confirmed.

Is this something that could be an issue at your place? Inspire Success is all about implementing practical solutions that help create high performing workplaces which are customer focussed and free of conflict - no matter what size your business is. Contact Inspire Success for further information - kate@inspire-success.com

These notes are provided to give you a head start when you are managing poor performance or behavioural issues which result in the discipline of your people. It is our intention that with knowledge and a plan, you will assist your people to improve (if they can and desire to) or to assist them to leave the business with dignity. Good luck – let us know how you go!

General points

• Examine the workforce profile for distribution of groups of employees across the organisation, consider what is the most appropriate way of evaluating their performance and behaviour.
• Implement a consistent method of doing this; eg probation reviews, quarterly reviews, anniversary reviews, always using self assessments, formal and informal discussions. 
• Make sure you train the staff that is assessing the performance and behaviour. 
• Keep good records so you can justify your counselling discussions.

Setting Expectations

• It is critical that your employees know what is expected of them. This can be done early by using up to date position descriptions during the Onboarding process and taking new starters through all relevant workplace policies.
• Ensure that you are only assessing performance against the agreed (and current) position description and workplace policies. 
• Ensure there are no unnecessarily restrictive English language qualifications on roles that do not require them. 
• Be specific in your assessment. eg, does “needs improvement in communications skills refer to talking on the phone to customers, writing reports for management, instructing technical operators, inter-cultural skills or teamwork? 
• All employees need to be advised how their performance will be assessed: probation reviews, quarterly reviews, anniversary reviews, always using self assessments. 
• Let them know what the expectations are for improvement. Who is responsible, when will the improvement need to occur?
• Employees should be made aware of your company grievance procedure. What do they do in the situation that they disagree with a performance or disciplinary counselling meeting? This should be clear and easily accessed.

The Counselling Session

• Give comments with care. Focus on the performance or behaviour of the employee rather than them personally.
• Avoid comparisons with other employees.
• Show empathy - try and understand the employee’s perspective. Be prepared to step back from your position if something you didn’t know comes up.
• Be a positive listener.
• Advise the employee what has happened that you are not happy with. You should give reference to the tool that has set the standard (this could be the policy or the position description).
• Be specific and compare current performance to expected performance or behaviour. Give examples.
• Establish how and when to follow up on commitments for improvement. There should also be a date set to review.
• Close on a friendly note, keeping the lines of communication open for future discussion.

Counselling Forms

• Make sure that the language and length of the form (and process) is relevant to the performance of the job.
• Do not include any invasive or irrelevant questions.
• Predetermine to what use the information collected will be put and ensure no discrimination.
• Ensure strict confidentiality.

Appropriate personal attributes for the reviewer

• Praise for good performance.
• Give examples of bad / unacceptable performance.
• Criticise gently and constructively.
• Be assertive, stick to the facts and be empathetic.
• Use statements and questions to get more information.
• Base the review on the typical performance for the entire period.
• Base the review on accurate records.
• Be prepared to ‘retreat’ if they have information which contradicts your perspective.
• Don’t let salary or length of service affect the review.
• Don’t let your personal feelings bias the review.

It is all about PREPARATION!

• Speak with other supervisors who work with the employee and ask them for specific examples of how they meet or do not meet the expectations of the role;
• Show empathy - try and understand the employee’s perspective;
• Be a positive listener;
• Give comments with care. Focus on the performance behaviour of the employee rather than them personally;
• Avoid comparisons with other employees;
• The employee should complete a self assessment before the interview. This should form the basis for the discussion with the manager;
• Work through each section of the review form, asking for the employees perspective and then discussing yours;
• Be specific and compare current performance to expected performance, give examples of good and not so good performance;
• Where there is agreement, congratulate the employee and use your copy to make the appropriate notes;
• Where there is disagreement, ensure you have examples which are specific and allow the employee to understand what you mean.;
• Establish how and when to follow up on commitments for improvement;
• The employee should review the points made during the appraisal and summarise them;
• Encourage the employee to make comments in addition to the appraisal comments;
• Discuss the employee’s aspirations, potential and development needs;
• If they are unrealistic, explain the processes required and encourage more attainable goals;
• Set action plans detailing the person responsible and a time table for completion;
• Set a date for review of the performance issues and / or development requirements;
• Close on a friendly note, keeping the lines of communication open for future discussion.
  

Setting employees up for success in a new role requires planning and action. There are times that things won’t go according to the plan, but the system should be flexible enough to allow for this, and help it get back on track.

As business owners we are operating in one of the most challenging times ever. Many of us have had to change the structure of our business, lay off staff and rethink our priorities.
We have people in our organisations that we trust with the vision for our business and we are working hard to maintain productivity levels and customer satisfaction results. What can we do to make sure we keep our people fired up and excited?

These 5 key elements to effective performance reviews are presented to give you a head start when you are managing the performance of your people.

1. Be consistent;
2. Train everyone;
3. Keep good records;
4. Set expectations early;
5. Follow up.

It is our intention that with knowledge and focus, you will set your people up for success and improve individual and team performance and productivity! Good luck – let us know how you go!

1. Be Consistent
Implement a consistent method of reviewing performance at your place. This could mean having a 6 weekly mid probation review; meeting for 30 minutes every 3 months; a six monthly catch up or anniversary reviews. Always use self assessments and let people know what will happen after the meeting.

TOP TIP: As you bring on a new employee, schedule the review meetings in your diary so you are prepared and don’t miss any.

2. Train Everyone
Have you ever felt like you were ‘pulling teeth’ when meeting with your staff? This was probably because they were unsure of the reason for the meeting and what their role was. Make sure you not only train the staff who are conducting the performance reviews, but also those who are being assessed. You will get MUCH BETTER results if everyone understands the objectives and the best ways to participate.

TOP TIP: Give out an FAQ sheet with the review forms so that the reviewer and reviewed can benefit from previous experience and plan for their meeting.

3. Keep Good Records
Keep good records so you can refer back to the meeting content, justify your performance ratings and follow up. Always bring a copy of the position description, any previous reviews, any notes on file and your semi completed review form to the meeting. It is critical that you base the review on the typical performance for the entire period.

TOP TIP: If you can, have someone else making the notes and get everyone to read them and sign off at the
end.

4. Set Expectations Early
Prospective employees should know during the recruitment stage that you have a performance management process – don’t make it a secret! Make sure that performance is assessed against the information in the position description and only refer to tasks, skills levels, experiences that are required to carry out the duties of the role. Let them know what the expectations are for improvement. Who is responsible, when will the change need to occur?

TOP TIP: Your position descriptions are a practical tool that can be used from recruitment, to Onboarding, training and reviewing performance gaps – make sure they are reviewed before each vacancy is filled.

5. Follow Up
Is the change required skills based or attitudinal? Is it more related to continuing development? It is imperative that you do what you say you will – when you said you would! If it is your responsibility to arrange training or a buddy, get it done straight after the meeting so you don’t forget!

TOP TIP: Schedule appointments for follow up discussions and invite the right people as soon as possible so you don’t get side tracked and end up weeks overdue for a critical performance discussion.

Did you know that the first 4 weeks of employment are when our new starters are deciding whether they are staying or not? This is the time to make sure we set them up for success and make the most of the money we have already spent on recruitment.

If you include at least these 3 steps to your induction, we believe you are on your way to building a positive employment relationship with your new starter and will have a much better level of engagement (read higher productivity, less conflict, less complaints, easier work for you!):

1. Deliver on what you promised
2. Set the standards up front
3. Follow up at regular intervals

Setting employees up for success in a new role requires planning and action. There are times that things won’t go according to the plan, but the system should be flexible enough to allow for this, and help it get back on track.

1. Deliver on what you promised.
Your recruitment systems should help here – what did you agree to in the interview? The letter of offer needs to be clear on what the job role is, what the pay is, when they start and how it will be reviewed.
Try to have this set up before the new starter arrives – it shows organisation in the business if their tools and workspace are ready, there is a name-badge and PPE, a handbook ready and an email address all sorted.
If you can, send the letter of engagement, personal details form, super and tax forms out in advance (we call this the starter pack). If this is completed at home and sent back in, you can set them up in payroll in advance and ensure there are no issues in getting that first pay. And if you pay monthly and they just miss the pay run – show them some flexibility by organising an end of month manual pay so they don’t have to wait 6 weeks!
TOP TIP: Have a checklist that you use to prepare for new starters, but that doubles as their checklist during Induction.

2. Set the standards up front.
You should have a standard checklist that is used by you or your key personnel so that you know every new employee gets exactly the same information. This checklist should include information on the company history and your service expectations, the focus of the division or department (this helps them understand how their position fits into the big picture) and very specific details like hours of work, where to park, uniforms, safety, timesheets, calling in sick etc.
Make certain that the checklist has a link to the position description so that the key personnel can work through the PD, letting the new starter know exactly what is expected of them and how their performance will be evaluated. Maintaining high standards during the Onboarding period will ensure that they continue.
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: Your position description should be general enough that the employees understand the scope of their work, but specific enough that you can explain the standards (quality, quantity and time) you expect.

3. Follow up at regular intervals.
Specify on your checklist that there will be a weekly catch up, with a 6 weekly performance review mid probation. These catch ups should be casual, but structured, using the checklists as a guide.
Ask lots of questions, go over the information they have learned, ‘test’ that they have understood it and check to see where there are still gaps. During this time you should be listening for underlying problems with what the employees expected and what they are experiencing.
The 6 weekly probation review is a formal opportunity to provide feedback on their take-up of the new role, where they are going well and where there are performance issues. Document this discussion using a review form that you can go back to if necessary.
TOP TIP: These follow ups will work best if they are two way discussions. Ask the employee how things are going, listen to their response and then give your feedback. Resist the urge to jump in first.

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.

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.