Posts Tagged ‘The View from HR’

Ongoing Training Helps Managers Reach Success

Tuesday, January 31st, 2012

Bruce Clarke, CAI’s CEO, discusses the importance of managerial training in his most recent edition of his News and Observer column, “The View from HR.” In his column, Bruce informs his readers that less than half of the companies he surveyed had no budget for managerial training. Bruce argues that without training, managers are unable to improve their soft skills, which are necessary to lead an organization. Communicating effectively, working well in teams, empathizing with colleagues and keeping calm in stressful situations are examples of soft skills that lead businesses to success.

Making sure your managers are adequately trained to handle their projects and supervise people is important no matter if your budget is large or extremely limited. Considering multiple budgets, here are a few ways to train your managers:

Training Classes

  • Employers’ associations and similar organizations offer companies several training options for their managers. While training programs range in price and length, they offer participants valuable information and leadership practices to take away and use for supervising their staff members.

Webinars

  • In addition to training classes, managers can learn key concepts from webinars. Many times managers want to attend training classes, but their demanding schedules make leaving the office hard. Webinars allow managers to sharpen their skills and improve their leadership without leaving their desks.

Reading

  • An inexpensive way for managers to advance their skills is to invest in managerial literature. Many non-fiction books offer managers solutions for solving people management issues or ensuring the success of a project. These books are often available at public libraries.  In addition, reading blogs like this one that share tips on increasing retention and company morale is an effective way for managers to strengthen their leadership qualities.

Mentors

  • A meticulously organized company mentor plan is another budget-friendly method to train your managers. To make this program successful, match new managers with experienced and high-performing managers. The seasoned managers will have a wealth of knowledge and experiences to help their newer colleagues tackle and conquer tough workplace issues. These employee pairs should meet regularly for an extended period of time to be effective.

Managers juggle many tasks and are responsible for multiple people. For these reasons, it’s important to ensure that they receive proper training. Giving them several opportunities to improve their soft skills will help your company see more success. If you’re interested in CAI’s training courses, please contact a member of CAI’s Learning and Development Team at 919-878-9222 or 336-668-7746.

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Stop Poor Employee Behavior from Damaging Your Workplace

Tuesday, January 24th, 2012

“No one has ever been fired for a bad attitude. Sure, attitude may be the reason given, but the real reason was poor behavior. We cannot know another person’s attitude (whatever that is) but you can observe and act on behaviors,” Bruce Clarke, CAI’s president and CEO, says in the latest edition of his News & Observer column, “The View from HR.”

Some managers are quick to say that their poor performing employees have bad attitudes. However, if they observe the actions of their poor performers and offer suggestions for improvement, managers can turn employees with perceived bad attitudes into productive workers who positively affect the company’s bottom line.

Knowing how to correctly handle an employee with a behavior problem is invaluable for employers.  Threatening to fire or demote an employee the next time she displays poor behavior will do little to help improve her work performance. Use the information below to help resolve behavioral issues at your company:

Explain

Use specific examples of poor performance that you have witnessed when addressing these employees. Exaggeration and hearsay from others is not helpful and may cause employees to hold resentment or perform even worse. Communicate effectively by telling your poor performer what you expect from him and what the consequences are for not meeting expectations. Doing this gives him an opportunity to improve and also allows you to check his progress to see if further action is needed.

Retrain

Inadequate training can be the culprit of problem performance at your organization. Talk with your employees to make sure they are informed about the skills and experience needed for their positions. If poor training is the reason, retrain them correctly and give them time to adjust to their updated roles. Sometimes analyzing training reveals that an employee is actually not the best fit for her job. If this occurs, see if she has tasks that you can give to another employee or if you can reassign her to a new position.

Monitor

Employees with unsuitable workplace behavior should have increased supervision. Micromanaging is not necessary, but checking in with them frequently will help you determine if they can improve or if you need to let them go. Once you and your poor performer agree on an improvement plan, set up a weekly meeting to assess his progress and uncover any obstacles that he may be facing. Reward employees or take further disciplinary action based on the information you learn from these meetings. Keep these meetings documented so you and the employee have a record of his workplace behavior. Documenting these meetings also will be legally helpful if terminating an employee becomes an option.

Be swift when dealing with employees who display poor workplace behavior. Addressing the issue quickly will show your intolerance for unsatisfactory performance. Failing to do so will lower your team’s morale because productive staff members will be responsible for carrying the weight of their less productive colleagues. You are also in danger of wasting time, energy, resources and money when you accept poor employee performance. Call CAI’s Advice and Counsel Team at 919-878-9222 or 336-668-7746 for additional guidance on performance management issues.

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Employees without Managers Will Disengage

Thursday, January 5th, 2012

Bruce Clarke, CAI’s CEO and president, identifies the importance of employees having managers in his most recent News & Observer column, “The View from HR.” Bruce lists several questions for employers that do not assign specific managers for their employees:

  • How does an employee get help?
  • Who does the employee go to with problems?
  • Who is there to help keep the employee engaged and committed to both the work and the company?

Employees who do not have definite answers for the questions above will quickly disengage with their work and could eventually take another position at a company that boasts strong management. As Bruce mentions in his column, HR departments can help employees with questions they have regarding pay and benefits, but there will be many more topics that employees will want addressed.

Managers provide many benefits to the workers they supervise. They keep employees focused on completing assignments and aligning efforts to match company goals. Managers keep their employees engaged by giving frequent feedback and genuinely having interest in their employees’ professional and personal aspirations. They also serve as problem solvers to help workers when obstacles arise.

If your organization does not have managers assigned to each of its employees, be aware of the negative effects it could be causing. Decreased productivity, lowered morale, absenteeism and lack of trust for the company are just a few of the reactions you may face from your workforce if adequate management is not enforced. Here are a few reasons why employees need managers:

Guidance

Managers help their employees understand their roles and how they can affect business results. With proper goal setting and consistent feedback, both positive and constructive, managers help employees reach success.

Employees have questions that they need answered, and managers who work with them on an ongoing basis are the most equipped to offer them responses. Sufficient guidance and attention spent on employees will help them feel essential and respected in the workplace.

Growth

People are rarely satisfied doing the same tasks for long periods of time, so not planning for employees to grow can have dire consequences for your company, specifically high turnover. Because managers provide consistent feedback, they are aware of the strengths and weaknesses that their employees possess. This information not only helps managers assign projects, but it also helps employees visualize what they do well and what they need to improve. Managers are also qualified to suggest promotions, raises or special assignments for deserving workers.

Recognition

Data indicates that employees who do not feel valued at their organizations will leave. Managers can prevent this from happening by recognizing the hard work their employees contribute.  Managers who seek opinions from their staff on company matters show their employees that their viewpoints are important and can shape business strategy.

In addition to recognizing an employee’s professional performance, managers understand that he or she has a personal life as well. Being fair with expectations and deadlines is mandatory for managers who want to respect their employees’ work/life balance.

Good managers who demonstrate leadership qualities are critical for keeping company morale high. Please call CAI’s Advice and Counsel at 919-878-9222 or 336-668-7746 for additional information.

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Help Employees Invest in Their Future

Thursday, November 10th, 2011

Many workers who have great concerns about their financial future are living from paycheck to paycheck as the country’s worst recession continues. According to a report from the Employee Benefit Research Institute, almost half of all Americans will not have enough money saved for their retirement years.

In his latest N & O column, “The View from HR,” CAI’s CEO Bruce Clarke dispenses helpful information regarding retirement savings to managers and their employees. Bruce says there are several reasons why people elect to not save: being young, weary about the stock market, laziness, general confusion and thinking their salary rate is too low.

In a recent study, ING found that 44 percent of its survey respondents said they probably would not be saving for their retirement if they did not have a plan from work.  Fifty-two percent of those participants said that their employers, above family and friends, have the most influence in getting them to start saving for retirement.

As an employer, knowing that employees place importance on company retirement plans should prompt you to help them utilize tools and information that are at their disposal for planning a successful retirement. Try the strategies below to help them invest in their future:

Communicate and Educate

Many workers believe that their organizations are one of the only credible sources for retirement information. Communicate to your staff why saving for the future now is the best way to be financially stable in retirement. Constantly remind workers of the different saving options and tools your company provides. Make sure they understand each option, and help them choose the best one for their situation.

Request Feedback

Because budgets continue to get cut, organizations are looking to reduce funding in certain business areas, and benefit allocations tend to go on the chopping block. Instead of drastically reducing the cost of each employee benefit, such as retirement and paid-time off, ask employees how they would prefer their benefits to be distributed. Offer workers several options, and have them vote to choose the best option for the overall organization.

Keep It Up

Continue to offer your employees the best savings and retirement plans your organization can provide. If your company elected to match employee savings in their 401(K)s, do not stop because budgets are smaller.  If your company is really unable to maintain the company match, ask employees to increase the amount of money they are saving to make up the difference. Consistently communicate the importance of saving.

“The lack of financial literacy is a bigger cause of our failure to prepare for the future than the actual inability to take small steps,” Bruce says in his column.

Educate your employees on the importance of saving for their retirement, and keep them informed on any changes to your workplace benefits.

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Show Employees They Are Your Company’s Greatest Asset

Tuesday, October 25th, 2011

employees are assetsBruce Clarke, CAI’s CEO, discussed assets employees or job candidates can offer employers in the October 23 edition of his News and Observer column, “The View from HR.” Bruce said that the single most important asset employees can offer is their spark.

“When employers see no spark, they assume there is no engine,” he said.

Well if their greatest asset is their spark because it shows their willingness to learn, work, grow and produce for their employers, then they are essentially their company’s greatest asset. Business cannot survive without the efforts from employees.

As an employer, it is not hard to forget that your staff is your greatest asset. A down economy, lean budgets, and limited resources can stress out the strongest organizations, but not realizing that your employees are critical to your organization’s success can cause dismal effects. The American Institute of Stress said that US industries lose almost $300 billion per year because of absenteeism, diminished productivity, turnover, and medical, legal and insurance fees related to workplace stress.

Unhappy employees who feel unappreciated are a disservice to organizations because they interact with customers daily, promote and sell products, and cultivate the processes that help drive business. When given proper attention, workers become motivated to achieve company goals. They will express creativity and a desire to learn if they are engaged with their organization.

There are several steps that can be made to engage and satisfy your most important asset even if your company is struggling with budget cuts or has downsized staff. The strategies below will help foster a work environment that encourages commitment and maximizes productivity: 

1. Acknowledge Their Importance

An employer-employee relationship should work as a two-way commitment. If an organization wants its workers to perform at their best, then it needs to make an effort to give them its best, whether it is through information, training or resources to complete their jobs. 

Frequently tell employees that their efforts are appreciated and support the organization’s survival. Always try to keep commitments with them, and never overpromise if you cannot deliver. This will show them that you respect them, their time and their work, which, in turn, will increase the level of respect they give you.

2. Be Truthful and Transparent

Being transparent and telling the truth are essential to maintaining good relationships with your employees. Your staff members spend most of their week working, so their need to understand how the company is doing should not be ignored.  During staff meetings or through company-wide emails, alert them of important changes, data and other items to keep them informed.

Do not avoid questions posed by staff that might be uncomfortable or have unfavorable answers, such as, “How are we doing financially?” Answering questions will eliminate uncertainty even if the outcome is undesirable. Keeping your staff up-to-date with company news will help them feel plugged in to the organization and increase their commitment level.

3. Help Them Reach Their Individual Goals

Employees know they were hired because of the skills and knowledge they could offer. They know their job description, and they work to deliver on expectations. For all of the work they put into their organization, they deserve its support.

Show your employees that you are grateful for their contributions and want to help them succeed. Offer them opportunities to learn new skills and information through training. If a professional group related to their field exists, encourage them to join. Additionally, ask them what they would like to accomplish during their time at the organization.

4. Ask for Their Opinions

Employees want to know that their views matter to their organization. They put in a great deal of effort to keep their companies running, so their desire to have input is expected. Because they spend ample time with customers and products, they have first-hand accounts on what is working and what is not.

They will appreciate being part of the decision-making process because it shows their organization has confidence in them. Include staffers in discussions about improving business or strengthening customer service. Get their feedback on company policies and recent enterprises. Do not shy away from opposition. Allow employees to express their ideas and different methods for tackling projects.

For additional tips on improving employee morale and engagement, please contact a member of CAI’s Advice and Counsel at 919-878-9222 or 336-668-7746.

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