Maybe the problem is not you … just your environment

Today we present an article by a new HR-Worldview Guest Author.

* * *

This year at My Next Path, we have worked with a certain number of clients who started a coaching process because they felt uneasy with their current job. Some of them even got the unpleasant sensation they might have some sort of issue. When we started working together, they in fact quite quickly came to realize that they did not have any problem themselves: the source of their trouble was their environment! Therefore, instead of feeling bad, stuck, paralyzed or sometimes worst, what they had to do was actively take action and work their way out to another environment that would better fit them. Let us explain more below.

Mary*has been working for 8 years in the same company. She was a middle manager in the sales and marketing area. She had always been travelling a lot for her job and liked it. She liked her industry and was very knowledgeable about key factors of success, players, etc. But more recently, she had 3 different bosses in 2 years, an increasing pressure and despite good results in her region, little recognition. Her self confidence was eroded and she found herself drowned in micro-management tasks imposed by an insecure manager. When we started working together, Mary was really unsure about her own abilities.

After a few sessions of analyzing what she thought were her issues, she came to realize, she had lost her self confidence because of the environment (poor management, wrong cultural fit etc), not because she had problems herself! In fact, she was perceptive enough to take action, seek help, and finally take that healthy distance to realize that. A few months later, Mary landed a new job in a company more in line with her style and expectations. Although everyone around her told her to stick to her current job because of the tough economy, she overcame her initial fear, dedicated the appropriate time to look for the right opportunity and found one.

We have seen more than one case similar to Mary’s this year: Before feeling bad about yourself and jumping to conclusions, make sure you are able to analyze your situation with perspective. Actively take action to find a work environment that better fits you maybe the best decision you will ever make! This obviously could mean changing company but not necessarily. This could also mean changing job/department within a corporation: very often in big companies, people have been offered jobs that do not properly fit their profile; by changing to another job, area or department within the company, they suddenly feel better and everybody wins.

About our Guest Authors:

Myriam Le Cannellier and Catherine Bortolotti are Career Coaches who work with professionals who are experiencing a transition in their career, because of relocation, an unexpected situation in their current job or the will to make a significant change in their professional life. Learn more about them at www.mynextpath.com

Competitive Advantage: becoming the “big dog”

Special September Benefits Installment by Jim Moniz

* * *

It’s a childhood memory that most of us share…the loud bark of the snarling neighborhood dog that would come out from no where and scare the “you know what” out of you every other time you walked or rode your bike down “his” street. Chances are you eventually became weary of the scenario and decided to avoid the the big dog at whatever cost, first by avoiding the street then consequently the dog’s neighborhood altogether.

That “big dog” concept continues its chase in the business world. If you have the competitive edge, you have the advantage over others who fearing your loud and well-defined “bark” will retreat, leaving you to reap the business benefits of being “top dog.”

So, how do you become the “big dog” and get that competitive advantage? Competitive advantage is achieved when a business produces surplus profits - greater than it's competitors - due to unique product pricing or resource advantages. As a result, its profitability is greater than the average profitability of all other businesses competing for the same set of customers

The advantage, however, goes to those organizations that can achieve a sustainable competitive advantage. This implies that a business's strategies enable it to maintain above-average profitability for a number of years. This is typically achieved through the creation and execution of processes, positions and/or propositions (as in value proposition) that are difficult if not impossible to duplicate.

Businesses pass the competitive advantage threshold by attracting and retaining great people and then nurturing a unique culture - one that demonstrates passion, executes with consistency, perpetuates success, breeds confidence and rewards performance.

Companies that achieve this start with and build upon a foundation of mission, values and vision that are reinforced by, in and through every aspect of their business plan. As a result, they commonly enjoy a shared value system with their employees - because both are clear about, and compelled by, the direction the company is headed, how it's going to get there, what is expected of everyone and how each will be rewarded for the company's success.

In their book, Strategic Management, Charles W. L. Hill & Gareth R. Jones offer the following insights about organizational culture. Their insights are key to linking the ability of a company to enjoy a competitive advantage in the market place with building compensation strategies that will correspondingly fuel the performance needed to achieve that outcome.

Organizational culture is " ...the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization..."

"Organizational values are beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behavior organizational members should use to achieve these goals..."

"From organizational values develop organizational norms, guidelines or expectations that prescribe appropriate kinds of behavior by employees in particular situations ..."

The key word in this quote is "behavior." For a business to achieve the results associated with a competitive advantage it needs the right people consistently doing the right things in the right way and for the right reasons. As a result, any rewards system that is built must, at its core, encourage a focus on the right performance factors and reward their execution. This is how results are achieved and sustained.

Larry Brody and Ram Charan, in their book Execution, put it this way:

"A business' culture defines what gets appreciated, respected, and, ultimately, rewarded; those rewards and their linkage to performance are the foundation of changing behavior. If a company rewards and promotes people for execution, its culture will change. However your organization determines rewards, the goal should be the same - your compensation and reward system must have the right yields. You must reward not simply on strong achievements on numbers, but also on the desirable behaviors that people adopt. Over time, your people will get stronger, as will your financial results."

With the aforementioned principles in mind, consider the impact on your company's ability to achieve a competitive advantage in the marketplace if your culture demanded the following in its efforts to attract and retain great people:

• Only talented, committed and focused people "need apply"
• No entitlements (people are only rewarded for achieving well defined performance standards)
• All employees must think and behave like owners

Such a culture needs a rewards system that reinforces those standards and that attracts the right "fish" to the "pond". That said, the rewards framework needs to be built in harmony with the strategic, operational and performance management systems of the company for a competitive advantage to ultimately be achieved.

The pathway that a company needs to take to achieve a competitive advantage starts with a foundation of mission and values, out of which grows the company vision. At this stage, a company must clearly define why it exists, what it stands for and what it values. Correspondingly, it must build a compatible total rewards foundation and philosophy consistent with the ends it seeks to serve. The company vision is fulfilled only through a well designed strategic plan. That plan is matched on the rewards "side" with a Compensation and Rewards Game Plan that envisions pay for performance programs that will support and reinforce the company's strategy.

Execution of the company's strategy is key to its success. Capital and cash flow need to be managed, marketing initiatives need to be crafted and launched, operations need to be well executed, superior products or services need to be developed, and excellent customer service needs to be rendered. All of these functions depend upon the applied intelligence of a dedicated workforce. As a result, these elements need to be reinforced by compensation strategies that are effectively engineered and tied to roles and expectations that are well defined and communicated.

Through this combined confluence and application of business ideals, organizational architecture and rewards processes and systems, a company ultimately experiences success and builds a culture of confidence.

Rewards reinforcement strategies work hand in hand with performance management systems to elevate that success and create true "line of sight" in the organization. Such a company has unleashed the lifeblood of a competitive advantage.

Ultimately, companies that enjoy a competitive advantage in the marketplace don't just initiate a Compensation and Rewards system. They sustain them. Their ability to do so is dependent in part on the way in which they identify the issues and problems they face and then address them according. We classify these issues in the following categories. In asking the questions associated with each category, a business can better assess its area of greatest priority in dealing with its compensation development.

Future

• Are employees compelled by the future of the organization?
• Is there a belief in the business strategy of the company?
• Are there opportunities for personal and professional growth and development?

Foundation

• Is there an alignment between the compensation philosophy of our company and its mission, values and vision?
• Do we have a rewards value proposition that has attraction capacity - that will help us recruit and retain great people?
• Is there an ownership mentality throughout our organization?
• Framework
• Are we achieving an efficient return on our compensation investment?
• Is our compensation program properly balanced between long and short-term rewards and guaranteed versus incentive compensation?
• Have we established clear performance standards for the achievement of rewards in the organization?
• Focus
• Have we created "line of sight" in our organization between the vision and strategy of the company and the roles, expectations and rewards we have and provide for our employees?
• Do we have a rewards reinforcement strategy in place that keeps employees focused on the expectations we have of them and how they will be rewarded for performance?
• Are we consistently achieving the desired results we want from our employees?

A competitive advantage in the marketplace begins and ends with getting and keeping the right people "on the bus" as stated in Jim Collin's seminal book, Good to Great. Once in place, a culture of confidence needs to be nurtured and achieved through consistent execution of key results emanating from the vision and strategic plan of the business. Such a pattern of execution is achieved, in part, by developing an aligned rewards philosophy and Game Plan, then envisioning, creating and sustaining great compensation strategies.

Best of luck in becoming the”big dog”!

* * *

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”

Don't Mistreat Job Seekers

Alison Green of U.S. News and World Report recently compiled a list of 5 ways companies mistreat job seekers.

1) "Having no regard for the candidate's time."

2) "Not sharing their timeline."

3) "Refusing to share their salary range, but asking for yours."

4) "Misrepresenting the work."

5) "Not notifying candidates that they are no longer under consideration."

The full article and some expansion on each of these items can be found here.

2, 3, and 4 are downright shameful and there is no plausable excuse for them. Often times, however, we've found that 1 and 5 are accidental and are caused by time and volume pressures.

That's no excuse. It hurts your company's reputation.

Take a look at your process. If you find that you are guilty of 1 and 5 above, ask yourself if these are simply being overlooked. That is, are you unintentionally disregarding the candidate's time or not notifying them when they are chucked from the pool? If the answer is yes and you think it's because you are buried in work, then something is wrong with your recruiting process. Maybe it's time you looked into ways to simplify or streamline your process and give up the notion that you can handle it all yourself.

48% of Laid Off Full-Time Workers Find New Jobs

Laid off workers continue to be resilient, even as the economy is slow to improve. According to a new survey by CareerBuilder completed in June, 48 percent of workers who were laid off from full-time jobs in the last three months have found new full-time positions; up from 41 percent in March. An additional three percent found part-time positions; down from 8 percent in the previous survey. The CareerBuilder survey was conducted among 921 workers who were laid off from full-time jobs within the last 12 months.

“Despite a challenging job market, workers have been able to find employment opportunities in a variety of fields,” said Brent Rasmussen, President of CareerBuilder North America. “Even though the number of workers who took part-time positions is tracking below last quarter, the number who found full-time jobs is notably higher. This is a positive indication that more workers who were laid off from full-time jobs were able to replace them with new full-time positions instead of taking part-time work as an interim measure to generate income. Part of this job search success is related to workers expanding career options to new industries and locations.”

Changes in Pay

Looking at workers who were laid off in the last 12 months and found new jobs, more than half (56 percent) reported they were able to negotiate comparable or higher pay for their new positions. Forty-four percent of workers took a pay cut, down from 49 percent in March.

Transferring Skills to Other Industries and Fields

Workers reported they are applying their skills to new areas. Similar to the last survey, 38 percent of workers who were laid off in the last 12 months and landed new jobs said they found work in a different field than where they were previously employed. Of those workers, the majority said they really enjoy their new positions.

Relocation

Workers are no longer just looking for positions in their own backyards. One-in-five workers (20 percent) who were laid off in the last 12 months and found jobs relocated to a new city or state; up from 13 percent in March. Of those who are still looking for employment, 44 percent reported they would consider relocating for a job opportunity; up from 39 percent in March.

Starting a Business

An increased number of job seekers have adopted an “if you can’t find a job, create one” way of thinking. Nearly three-in-ten workers (29 percent) who have not found jobs are considering starting their own business; up from 25 percent in March.

Altering Appearance

The competition for a smaller number of jobs is driving some workers to alter their everyday appearances in hopes of making a stronger impression. More than a quarter (28 percent) of workers who were laid off in the last 12 months said they have changed their appearance to make themselves more attractive to potential employers. Fourteen percent said they have lost weight, 8 percent have changed their hair color or hairstyle and 5 percent are dressing to appear younger. Teeth whitening, enhanced makeup and cosmetic procedures were also cited.

Comparing Genders

Both men and women indicated making changes to their appearances in hopes of appealing to potential employers, at 26 percent and 30 percent, respectively.

* * *

About CareerBuilder

CareerBuilder is the global leader in human capital solutions, helping companies target and attract their most important asset – their people.

www.careerbuilder.com

ePraise

I just heard about a silly new form of "around the office praise". It's called ePraise. ePraise is a kind of eCard that is designed for the sole purpose of praising the performance of a coworker. For those of you who don't know, an eCard is just like a real card except that it is sent to your e-mail box instead of your real mail box...

Anyway, ePraise is a free service from Baudville.com and, while it's silly, I think it has it's place.

These ePraise cards don't take themselves seriously, so hopefully the sender doesn't either. Rather, it seems to me that the ePraise serves as a kind of lighthearted supplement to broader "around the office recognition" programs or initiatives that hopefully all companies attempt to implement (even if only in a limited way).

They're good because they show that someone has taken a moment to personalize and send them. They show that someone recognizes the work someone else has done and they're kind of funny so they lighten the mood.

Lots of ePraise for Baudville.com

Beyond the Cookie Cutter Approach: Customizing your Company’s Incentive Program

August Benefits Installment by Jim Moniz

* * *

Vision, potential, communication and motivation – are the key elements to an effective company’s incentive program. But in the absence of well-defined indicators and a “best practices” framework, even the most comprehensive program can fall short.

The foundation of an incentive program is basic; it must project the potential that can be realized by the company if its purpose if fulfilled. It must also identify employees who are in a position to impact those outcomes. Moreover, it should standardize its benefits/rewards and determine how much of an increased shareholder value will be allocated to employees and how its value will be measured.

Indicators, sometimes referred to as measures and metrics in a company’s reward strategies, are pivotal to a well-oiled incentive program.

The role of indicators is straightforward – they should seek to improve performance, influence behavior and create focus. This is accomplished through communication and reinforcement to encourage a company wide culture of employee ownership mentality.

Indicators should not be confused with motivators. Motivation is an internal element, something that is encouraged by aligning employees with roles and tasks that are consistent with their abilities. This will encourage them to shine. Motivation is additionally stimulated by a mutual vision between the company and employees.

That said, if indicators are not properly nor thoroughly defined, employee motivation can collapse under an incentive program – this can happen when workforce members see a disconnection between their role in the company and how rewards are earned. This is why a “best practices” framework – a Profit Based Allocation – is a vital component to a company’s incentive program.

A “best practices” framework should address a number of issues, including how company growth is defined; the baseline upon which contributions to the profit pool will be based; payment threshold; percentage to be shared; an allocation formula; and a definition of the expected individual’s performance.

There is nothing “cookie cutter” about an effective incentive program– what may work for one company could be way off the mark for another. The most expedient way to achieve the ideal program for your company is to be fully aware of best practice standards and frameworks, and then work within that structure to customize indicators and measures specific to your organization.

Incentive programs that work best are based on a company’s culture, business model and goals. Communication and reinforcement of results on an ongoing basis is critical. A C- incentive program will outperform an A+ program without ongoing communication and reinforcement. Companies should match their incentive program to those crucial components and then stay the course.

* * *

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.

The Trouble With HR

Today we present an article by guest Coaching Author, Wendy Reeves.

* * *

As a former HR manager, and latterly in my employment as HR director, I know only too well the pressures and the difficult assignments that befall the corporate HR department.

The key function of good HR is to provide a service to the organisation and its staff. The workforce, from the top to the bottom, need to be treated as ‘the customer’, supporting and delivering to that customer as required. I have always believed in HR operating an ‘open door’ policy to anyone within the organisation. An accessible and visible HR department creates trust and confidence, and cohesion. Not always easy at the best of times, and in this current economic climate beleaguered HR personnel are beginning to suffer.

Cut backs and waves of redundancies are currently on businesses’ agendas, as they fight to survive the credit crunch. Head office functions and responsibilities such as marketing, are being removed and re-assigned to be delivered by line management, and effecting the change that these situations bring not only for those leaving, but also for those remaining - often requires HR input. And frequently when all that is done, it’s the turn of HR being the last to go. If your boss asks you for details of the redundancy process, be wary.

At my last employment the company was working towards floating on the stock market, and the share options awarded to me at the time of my directorship would turn in to ordinary shares, which I could cash in. It was at this stage that I made the decision to make some life changes as this windfall would support and help me move forward to a new chapter in my life. Part of the company’s preparation to float was to tidy up the management structure, which fell upon my department. Even though I was preparing my own exit some months ahead, it came as a huge shock that I was included in that tidy up process – they didn’t require an HR director going forward. Thankfully, the timing of my redundancy hit three years ago when the economy was buoyant, and receiving a redundancy package as well as the payout from the shares did ease the blow. I was lucky. But at the time, being forced out of a job you’ve given many years to is never easy to face, no matter what the circumstances.

So, who looks after the wellbeing of HR during these difficult times?

In my coaching business I have come across many HR people who are really struggling to cope under these current pressures. Their sense of self preservation buckles as they try to deal with making their colleagues redundant - colleagues whom they’ve known over a number of years and who perform well with an excellent record of conduct.

Before we can attempt to minimise the stress and pressures we first need to recognise that we are suffering from it. The next step is to realise what the triggers are. Stress comes in two directions; internally – the stress we create…pressure we put on ourselves, and; externally – work, boss, family etc.

Here are some tips on how to deal with stress:

• Find a support network, either a ‘buddy’ at work, or someone outside whom you can talk to about how you are feeling.
• Build up a resilience to stress and implement the three “R’s” to help focus on things you can control
• Rest: For example, move away from your computer and do something different, such as getting a drink every 30-40 minutes.
• Relaxation: What can you do to chill out? Perhaps listen to music or meditate? Yoga or other holistic therapies can really help.
• Recreation: Physically being active in some way, walking, swimming or going to the gym. Don’t become a hermit - keep up a social life.
• Always aim to take a break for lunch. Taking time out during the day is very important if you want to stay fresh and recharged for the next part of the day. The mind has an opportunity to relax and think about something else, which helps improve the concentration. Change your state, go for a walk and get some fresh air to rejuvenate and restore energy, do something for yourself and fulfil a personal task. These small steps reap huge benefits – stress levels reduce, performance improves and you will feel a lot better.
• Stress can really effect how you sleep exasperating how you feel. Try and follow some basic rules; for example, avoid caffeinated drinks in the evening; go to bed when you are tired; relax before bedtime, many find taking a hot bath really helps relax both the body and the mind; exercise regularly (but not before bedtime) and stick to a healthy diet. By getting plenty of sleep you will be rewarded by performing more efficiently and sustainably.
• Mind Set: Think positive and focus on what you can do and influence, rather than on what you ‘can’t do’. Negativity is unhelpful and gets you nowhere. Ask yourself empowering questions. In the midst of a crisis, for example, don’t ask why you got into this mess; ask how you can improve it.
• Be self-aware: Stress and worry lead to loss of motivation and procrastination. If you feel you can’t break the stress cycle, seek help to get you back on track and in control.
• Consider the ‘what if’s’ and what your options are.

* * *

By HR-Worldview guest author Wendy Reeves, founder of LifeGoal.