Inspire Success

The process of mentoring involves a more experienced or more knowledgeable employee guiding a less experienced or less knowledgeable employee. It is not about answering questions on occasion but it is an ongoing relationship around learning and discussion. It involves regular communication, passing on of knowledge and supporting of the employees in their work, career and development. The communication is usually face-to-face and while it involves passing on of knowledge it is also important for the mentor to be encouraging and to share ideas and experiences. For mentoring to be successful it is important to create a structured mentoring plan. Both parties, the mentor and the mentee, need to think and plan for what they hope to achieve from the mentoring process and the actions they will take to accomplish this.

The mentor must listen to a mentee’s needs in order to respond appropriately and a mentee should listen to what the mentor is saying to them to learn from them. Mentors very often have their own mentors, and in turn their mentees might wish to become mentors themselves -  over time the benefits can be widely spread. Mentoring can be a short-term arrangement for a set reason (learning of a skill for example) or it can last many years.

Benefits include:-

• Mentoring is more than advising a more junior employee, its about motivating the other employee to know their own goals, their strengths, their weaknesses and helping them to achieve or resolve each
• Building a network of expertise to draw on can benefit your business greatly
• Mentors can find the process very rewarding and it can help employees develop into more senior positions/managerial positions
• Mentoring can improve employee satisfaction and retention
• It can make your company more appealing to new employees
• It is a great learning incentive and utilises your company’s resources

Considerations before you set up a mentoring program:-

• Choosing the mentors carefully is essential. You want to ensure your mentors are those who want others to succeed and that they have a supportive type personality.
• Clearly define what your objective is in starting a mentoring program so you structure the program to meet this objective eg developing leaders, teaching a new skill.
• One factor that is vital to developing a program that fits with your company is to align the structure of your program with the culture of your company. If your company is formal, it might be best to have a formal process including set durations, formal application process etc. Process. If your company is informal, it might be better to match people up and provide them with some guidelines but run with it themselves after this
• Ensure those involved in the mentoring program know what is involved and what is expected of them so they have a clear understanding
• Show employees that those at the top believe in the mentoring program. Have the senior management involved and make it known that they think the program is important, encourage them to participate as mentors
• Have a format in place so that those involved get the most out of the program and have realistic expectations.

 At the end of the mentoring program celebrate its success. Have those involved reflect on their learning. Make sure everyone in your organization knows that mentoring is taking place. Mentoring can be very beneficial for the development of employees and skills enhancement but it can also help your business in the induction of employees, with minority groups to help overcome barriers blocking their progress, in times of organisation change and to motivate better customer service (help with right attitude and motivate quality service).

We are all learning from others, it happens every day....setting up a structured mentoring program can only enhance this learning when its well set up with the right attitudes. It can help development leadership for your business’ future survival and prosperity.

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 raephillips@inspire-success.com

E-learning refers to a wide range of applications and processes designed to deliver instruction, material and training through electronic means. Usually this means over the Web, however it also can include CD-ROM, video-conferencing, webinars, interactive simulations, case studies and collaborative learning. Terms you could hear when e-learning is being discussed are "online learning," "web-based training," and "computer-based training." E - Learning is continuing to develop and change to better meet the needs of tech-savvy generations.  Most people think of E-learning relating to computers and the Internet, but with technology continuously evolving electronic devices now also include phones and other hand-held communication devices.

There are many benefits of E-Learning and these include:-

• Lower costs - e-learning can be more cost effective to deliver than classroom based training
• Faster delivery and attendees can stop and start as they need to
• More effective learning in a number of cases
• Learners can go at their own pace, there is no slowing down in pace to suit different members of a group
• It takes less time to start and wind up a learning session
• There is less travel time to and from a training event
• Learners learn what they need to learn, they can skip elements of a program they don’t need
• E-learning is more environmentally friendly. Many e-learning courses present all learning content online, using non paper forms of communication such as email and web based tools
• Employees who are offered continuing education classes may be more loyal to the company where they work. They see the company is interested in their personal growth and advancement and they will be more prone to want to utilize their additional skills to the benefit of the company.

If you decide that E-learning could benefit your company choose the subject of training carefully. E-learning is very suitable when delivering knowledge where as classroom training and on-the-job training is more suitable when that knowledge is being turned into a skill. Your employees’ computer competency is a hugely important factor – having strong enough skills to be able to use this type of training comfortably is a must. Employees must have good self-discipline for E-learning to be effective. While being able to work at your own pace can be an advantage for some employees, for others it could be a disadvantage.

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

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

It seems that absenteeism is causing a lot of stress for many of us – not only because employees who are consistently absent or late to work cause headaches, but they also impact on our bottom line!

Here are our top 5 tips for reducing absenteeism at your place:

1. Set standards of attendance
Start right at the start –your induction and your leave policy should outline what you expect if they are going to be late or are not able to get to work. For example employees should;

• tell their manager they will be absent;
• phone their manager within a certain time-frame to advise why they are unable to make it to work, the nature of their illness and when they expect to return;
• know that they will be contacted if you haven’t heard from them about why they are absent; and
• provide certain evidence that they are unfit for work i.e. a medical certificate or statutory declaration, in a certain way and within a certain time-frame.
  

2. Keep an eye on why people are absent
Collect information on patterns of absence, regardless of how many employees you have. Only with these statistics are you going to know if you have an issue in your workplace. Keeping an eye on these trends can assist you to:

• identify if you have a problem with absence at your workplace;
• determine what type of absence usually occurs in your workplace i.e. is it mainly Monday morning ’sickies’ or cases of longer-term sickness?; and
• highlight patterns in absence levels. For example, are absence levels higher in one particular team or at a specific time of year?

3. Conduct return to work interviews
For longer term absences, a return to work interview allows you to determine whether the employee is able to return to their duties and if modifications to their duties are required. It also assists you to determine if there is enough reason for disciplinary action. The focus on their absence gives notice to the employee that it hasn’t been noticed. Of course this will depend on the employee’s absence record, and any patterns.

4. Promote opportunities for flexible work
We know it is a legislated requirement, but why not be a trail blazer and help employees achieve a balance between their work, family and lifestyle commitments? There are lots of statistics that show that work-life balance reduces absenteeism. Just looking at your workplace and the roles differently might unearth a few opportunities to work flexibly that you didn’t know existed.

5. Make the job as good as it can be
Research suggests our people spend only 20%, or one day each week, doing tasks for which they have a genuine aptitude. Of course they are busy all the time. You can add real value and unearth strategies to engage and fulfil your staff by identifying roadblocks and helping remove them. In your informal discussions ask, "How can I help make your job more fulfilling, engaging and productive?"

These conversations with your people have economic benefits. All investments yield a return. How can you get your staff to work?

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.