What about after Performance Evaluation?

Our colleagues over at HR-Meter are constantly asked questions like "but what are we supposed to do with the results?" and "where do we go from here?". These questions, of course, refer to performance evaluations, 360 degree feedback's and the like. These forms of feedback give employees a tremendous amount of information about how they have "performed" in the past, but organizations often find it difficult to translate that information into concrete road maps for future performance. It's certainly a tricky task and, unfortunately, it's often one that cannot be undertaken so "late in the game". What does that mean?

By "late in the game", I mean something like "after the results are in" or "once the reviews are complete". If you've made it to the "late in the game" stage and then you're asking "where do we go from here?", it's to late.

The road map for future performance must be defined before the reviews even get started. We encourage organizations to create performance evaluation processes with future performance in mind. Measure things that can be developed, improved or avoided. It sounds simple, but it requires thought and foresight. For example, when your employee has his or her review, the take aways should always be a list of strengths and a list of areas for development. Future reviews need to focus on measuring the level of improvement in those areas for development as well as checks to ensure that strengths have not be sacrificed in the process.

The real bottom line is: a performance review is not just something we do once a year because that's how it is. Unfortunately, many people I talk to describe performance reviews as just that.

The family business and its cast of characters

Last month we began a series on family businesses and the ways in which they are unique. We took a look at the problems that can surface when roles taken within the family unit contrast or sometimes trespass on those assumed within the business structure.

This month, we’ll break things down further by exploring the perspectives brought to a family business by its “actors” – whether in a leading role, a supporting cast member or working behind the scenes.

First up, a family member who is an employee but not an owner. Conflict could arise if someone in this category starts to feel a sense of inequality with family members who have ownership and therefore are in decision-making positions. They may feel left out and even resentful if not asked to participate in decisions that affect the company’s bottom line. It’s not always the case, but typically family members employed by a family business generally expect to be treated differently from non-family members.

For the family member who is an employee and an owner, things can sometimes become quite challenging. This individual is typically the founder or chief executive of the business and as such must be able to successfully oversee the business while deal with concerns of family and non-family employees.

Normally falling within the category of family member who is an owner but not an employee are siblings and retired relatives whose major concern is the income provided by the business. They may be resistant to certain business decisions if they feel their financial security could be adversely affected, even for the short haul.

They may seem like bit players, but a family member who is neither an employee nor an owner can place great pressure on a family business. Typically falling into this category are children who may resent the amount of time a parent spends at the business. In-laws are also cast in this role. For example, a son-in-law could play a pivotal role in a family business without being directly involved as confidant to his wife, who is an owner.

Non-family members who are an employee but not an owner may find themselves dealing with issues of nepotism and coalition building and the effects of family conflicts played out within the workplace.

And there are non-family members as employee and owner. Stock option plans have made this category more commonplace among family businesses, particularly if the ultimate goal is to select a non-family member as successor. Employees who share part ownership want to be treated like owners, a concept that could prove difficult for family members/owners to understand and more importantly, accept.

Regardless of its origin, when conflict occurs in a family business, it can characteristically be traced to a disparity in the goals of the individuals, the family or the business. One essential mechanism to both define and align family and business goals is through strategic planning – in essence a mission statement for both the business and the family that allows each element to complement the other.

Next month we’ll zero in on business strategic planning and its critical function in formulating the policies and procedures of a successful family business.

About our Benefits Installment Author: James E. (Jim) Moniz, CEO of Northeast VisionLink, a Massachusetts firm that specializes in structuring executive compensation. James E. Moniz is a national speaker on the topic of wealth management and on executive compensation. Jim Moniz will be presenting at this years SHRM conference in Phoenx, be sure to check out our presentation: “Creating and Sustaining a Competitive Advantage, The Role and Impact of Effective Compensation and Rewards Strategies”

New Year's Resolutions for your Brand

Here are 10 things to try in 2011

1. BE COURAGEOUS, OFTEN

Take bold steps to stand out from the crowd. Reflect on 2010 and look at what you did well, and what you could have been different. Take courageous steps to help your brand stand out in 2011.

2. REVISIT AND REFINE YOUR PURPOSE

Take the time to look back at your mission and vision and ask if you were living it in 2010. Look for places to bring it to life with your team and explore whether you need to refine it. Remember: the words aren't set in stone. If they're not resonating, rewrite and revise!

3. SHUT UP AND LISTEN

There's a lot to learn if you just take the time to listen. Make sure you ask your team for feedback, ideas and suggestions. Listen to your consumers and pay attention to research. Listen to what they have to say and act on what you've heard. Honest, unfiltered feedback is fuel for change.

4. FIND AN ENEMY
An enemy gives you and your team something to push against–something to challenge. An enemy inspires passion! This year, define a clear enemy and rally your team. It could be a competitor, a trend or an element of your internal culture. No matter what it is, create a plan to beat it, share the mission with your team and go forth!

5. STRETCH AND SET SOME BIG GOALS
Set at least one wild and audacious goal for 2011–something you've never tried before. Outline the goal, share it with your team and challenge them to play their part in achieving it. Just don't forget to celebrate the small victories and successes on the journey.

6. BUILD A PASSIONATE AND ENGAGED TEAM
Your most valuable resource is your people. This year, weed out those don't contribute and aren't engaged. Replace them with active, passionate and energized people who will make a true difference to the rest of your team and your brand.

7. INJECT FUN INTO THE EVERYDAY
One of the best motivators for your team is a great work environment. This year, start doing small things that make your employees happy. A monthly massage for a those who have put in extra hours or a weekly pot-luck for the team. Small gestures or events can make a big difference. And the benefits won't just stop with your team - they will show through everything that your brand does. Happy people equals happy brand.

8. PLAN FOR LEARNING
This year, make a commitment and ensure you company is continually learning and is inspired by the word at large. Create a program that allows your team to take classes. Host a "learning lunch" monthly with guest speakers. Injecting new thinking into your organization will energize your team and, ultimately, benefit your brand.

9. MAKE FRIENDS WITH OTHER BRANDS
Partner brands can be your best ally–whether they're in your space or not. This year, chart a "circle of love," identifying brands with similar values that you'd like to partner with in 2011. Set one member of your team with a potential relationship and have them explore how to collaborate. You'll be surprised by the results, even just the initial conversations you'll have about your own brand.

10. SAY THANK YOU AND SHOW THAT YOU REALLY MEAN IT
And, lastly, do what your mother told you! Thanking people goes a long way to creating valued and appreciated fans–internally and externally. This year, find new ways to show you appreciate your team, your customers and your partners, in ways that truly make a difference in their lives. You'll be surprised and delighted by the results.



About our Guest Author:
Shawn Parr is the CEO of Bulldog Drummond, a design and innovation consultancy headquartered in San Diego whose clients include Starbucks, Pepsi, Jack in the Box, Adidas, MTV, Nestle, Pinkberry, Virgin, Disney, Nike and American Eagle Outfitters.

Happy New Year!

Here's wishing you a happy new year!

The Cure for the Ailing Workplace

Research shows the benefit of compassionate communication within the workplace

WASHINGTON, DC — Compassionate communication within an office can help prevent workplace burnout, and promote healthier work environments. Sarah Tracy, Ph.D., Director of the Project for Wellness-Work Life at Arizona State University, has some tips for how managers can use compassionate communication to enhance the workplace.

To create a better working environment, managers should encourage positive, compassionate communication between employees. There are three components involved when communicating compassion: recognizing, relating and responding.

Recognizing refers to the process of noticing and understanding details about another person, in order to act appropriately towards them. This includes observing nonverbal cues, listening to what the others have to say, and opening oneself up to feedback. Managers need to ensure that employees are regularly interacting with each other, and are aware of nonverbal clues about possible suffering.

Relating occurs when people identify, feel for, and connect with another person. Relating is fostered when employees are encouraged and rewarded to find connections with each other. This can also decrease the “us versus them” attitude they may have with peers and clients.

Responding is when employees engage in communication or behaviors that focus on another person’s suffering or distress. This can be as simple as acknowledging the presence of someone waiting in line, or as direct as providing praise as a show of support. The act of responding has the potential to greatly improve unsavory workplace situations.

“Workplace stress, bullying, and burnout are important issues that occur in many different forms throughout the workplace. They can lead to dissatisfaction and high rates of turnover among employees,” says Tracy. “Positive communication including energy, vitality, affection, and compassion can help improve employee relations at work.”

Positive interactions have been shown to help decrease stress. Teaching compassion-related skills like recognizing, relating and responding, can help create healthy and successful work environments.



About the author:
Sarah J. Tracy is an Associate Professor and Director of the Project for Wellness and Work-Life in the High Downs School of Communication at Arizona State University in Tempe, Ariz. Tracy was invited to write an essay for Communication Currents, a publication of the National Communication Association.

To read Tracy’s essay, click here.

About the National Communication Association

The National Communication Association advances communication as the discipline that studies all forms, modes, media and consequences of communication through humanistic, social scientific and aesthetic inquiry.

The NCA serves the scholars, teachers, and practitioners who are its members by enabling and supporting their professional interests in research and teaching. Dedicated to fostering and promoting free and ethical communication, the NCA promotes the widespread appreciation of the importance of communication in public and private life, the application of competent communication to improve the quality of human life and relationships, and the use of knowledge about communication to solve human problems.

NCA is the largest national organization to promote communication scholarship and education. A non-profit organization, NCA has over 8,000 educators, practitioners, and students who work and reside in every state and more than 20 countries.

Top 10 Human Resources Trends of 2010

"Challenging times inspire creative solutions, and the volatile economy has forged many changes in the human resources sector," says Jeff Fenster, founder of CanopyHR Solutions. "Businesses are trimming excesses in order to succeed, and that means human resources has become a more integral part of business planning than ever before."

Stretching the Compensation Dollar. Although 2010 showed some signs of recovery, HR managed workforces that were considerably smaller than just a few years ago. HR's role in managing productivity through ancillary projects while maintaining employee morale and well-being was challenged by the parallel expectation that workers be twice as productive. Innovative HR professionals instituted creative programs such as gift card giveaways and lottery prizes to boost employee enthusiasm in lieu of raises and bonuses.

Embracing Social Media. Social networking's undeniable impact hit the big screen in 2010, and it hit workplaces in a number of ways as well. Managers learned to be on the lookout for lost productivity as employees grew increasingly concerned with checking in with their favorite social networking sites. On the upside, savvy HR pros saw a shift in the landscape as hiring and firing trends played out online. Posts cost some careless employees their jobs as HR monitored Facebook, Twitter and LinkedIn accounts. Smart employees landed new gigs by harnessing the power of social networking to market themselves and share information about job openings. Policies were developed to communicate clear boundaries and expectations and to attract top talent with the latest tools-with some even canceling subscriptions to Monster.com and shifting to social media recruiting.

Keeping the Communication Lines Open-Especially Amid Health Care Reform Anxiety. Maintaining employees' trust in the company and its business decisions through the ups and downs of health care reform was a must. Smart senior management kept communication lines open to demonstrate accessibility and willingness to answer questions and address concerns as they arose. That applied not only to top-down communication, but to lateral lines as well. Human resources professionals were charged with bringing functional departments together; communications, legal, payroll, and IT departments-everyone had to communicate a unified message to maintain employee trust.

Retaining Top Talent. When soaring unemployment numbers left many top performers handling increasing workloads for the same old salary, human resources departments had to focus on retaining company stars. Some of these high performers got antsy as compensation froze and expectations rose. Many continued to struggle with the lingering losses they've felt after company layoffs. This delicate situation required that HR pros soothe sore nerves and keep these folks from looking for greener pastures with creative incentives and sincere appreciation.

Managing Three Generations of Work Styles. As young Millennials entered the workforce, companies had their hands full integrating three distinct generations: Millennials, Gen Xers and Baby Boomers. The aging Boomers believe strongly in security and loyalty. They don't always see eye to eye with hard-working Gen Xers who have more of an independent streak. The Millennials shook things up with the attitude that if they don't like what's happening at work, they'll go home to Mom and Dad. This generational juggling was best handled with management training that stressed the characteristics of these disparate groups and how to motivate and inspire the most productivity from them. Succession planning also came into play as firms prepared for the replacement of retiring Boomers with less motivation to stick around now that they're feeling overworked and underpaid.

Sharing an Ounce of Prevention. Healthcare reform drew the spotlight to employee wellness issues in 2010, shifting more emphasis to preventive programs like smoking cessation and obesity reduction. Ben Franklin's proverbial "ounce of prevention" may finally see its day in the sun in 2011 workplaces, as employers continue the 2010 trend of encouraging employee participation in wellness programs in order to increase productivity, reduce absenteeism and boost the health of their staffs. For some, it's also a long-term strategy to avoid higher health coverage costs for increasingly overweight and unhealthy American employees.

Clearing Up Confusion. Another obvious consequence of healthcare reform's starring role in 2010 was employee confusion and uncertainty about health benefits. It became an imperative for human resources staffers to communicate benefit changes in advance, whenever possible, and explain changes in terms of how they would affect individual employees and their families. A crucial piece of that puzzle was often dispelling the misperceptions that dominated the public conversation-from dire cuts to death panels. Few changes have occurred yet, so this trend will persist in 2011 and beyond, compelling HR teams to closely monitor things like free flu shots, effective dates and the details of grandfathered health plans-and of course, clearly communicating these details to employees in a timely manner. The smartest pros will keep arming themselves with concise answers to difficult questions that will continue to arise as changes are implemented and look for new ways to reach employees with relevant information.

Managing the Virtual Workplace. Tech advances continued to lure employees into new territory, especially when it came to virtual work and telecommuting. The trend came with pluses and minuses. Some companies slid into this trend with ease, as exempt Gen Xers with no defined hours blended work and personal responsibilities into an organic off-site workday. Other companies struggled with non-exempt workers. Meticulous time tracking was required to ensure proper payment of overtime and the like. Most of the latter companies discovered the concept was detrimental to business. It's a lifestyle management issue that will continue to show up on HR radar screens in 2011 and could be further impacted by additional tech developments.

Working Together. Leaner, more streamlined companies must share information laterally to get the most from scarce resources. HR teams took a leadership role in reaching out to other departments and "sharing the sandbox." More than ever, employees in every department have a sense of facing adversity together. Strategic-minded businesses used the momentum to support strong teamwork and innovative solutions that crossed department lines for everyone's benefit.

Riding Out the Recession. As much as circumstances have improved, the recession we battled against throughout 2010 continues to impact companies and individuals-a trend that will likely continue beyond 2011. HR departments and executives need to tune into their resources and prioritize more than ever before. True innovation is the best way to establish solid initiatives without a solid budget. Successful firms will continue to prioritize wisely, focusing on the most effective tools to enhance business strategy and achievements and develop new business.

"Uncertainty breeds fear in everyone from employees to executives," says Fenster. "Perhaps the most important take-away from the major shifts we saw in 2010 is that the best HR professionals are those who are best at managing uncertainty and allaying fears. That means always reaching out for new information and reliable answers and communicating that information clearly. It also means creating new ways of helping managers and employees move forward, even when the future remains uncertain. Great change requires great innovation, so I think we're going to see some exciting programs and strategies come out of this adversity."




About this list.

This list was compiled by CanopyHR Solutions: Based in Irvine, Calif., CanopyHR Solutions is a progressive payroll and human resources company dedicated to helping its customers maximize the power of their people, increase business efficiencies, lower costs and focus on what they do best. Canopy HR Solutions first disrupted the status quo of the payroll and human resources in 2008 with a customer-first business model that allowed its customers to select only those service modules they need. Their innovative style and superior, consultative approach to service has allowed the agile company to thrive by arming customers with the tools and technology to support their payroll, benefits and HR administrative needs from recruitment to retirement at an unbeatable price point. For more information, visit http://www.canopyhr.com/.

End of the Year Employee Satisfaction and Engagement Surveys

When was the last time your company took a good hard look at itself? And I don't mean the books?

Looking for a great gift to give your employees this holiday season? How about a year end soap box? Some of the best consulting advice can come from in house. Our research has shown that organizations are significantly more likely to have a high acceptance of changes to day-to-day operations if those changes are the result of suggestions coming from employees.

Simply by implementing a year end employee engagement and climate survey can immediately improve:

• Employee satisfaction
• Employee confidence
• Employee performance and productivity
• Employee - Managerial interaction
• Over all morale

Give your employees a voice this holiday season.