Archive for the 'Employee Engagement' Category

How to Deliver Bad News to a Group

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by
Anthony Portuesi
on October 28, 2009
in Employee Engagement and Managing
. 1 Comment

shock How to Deliver Bad News to a GroupDelivering bad news to a group is never an enjoyable experience for any leader. Yet unfortunately in today’s environment, it’s a task that falls on our shoulders all too often.  While established techniques for delivering bad news exist, it’s often difficult to find training on disseminating negative information in the group setting. Personally, in the various management training and leadership programs I’ve been involved with over the years; it’s an area that has barely been touched upon!

Difficult conversations and delivering a negative message remain a challenge for many new leaders and this one is no exception. To this day, my previous post on managing conflict remains one of the most viewed posts on this site. Clearly the disconnect in training and execution is evident, but it doesn’t alleviate the fact that managers are continually seeking guidance in this area.

Thanks to a tip from a friend (@JonBuehner) and the insight of author/executive coach Kevin Daley, the following is an abbreviated version of a four-part plan on how to deliver bad news to a group.  Kevin is clearly spot on in stating,

“No matter how skillfully you announce bad news, it’s likely to cause anxiety, result in at least a temporary drop in productivity, and prompt some of your valued employees to look for work elsewhere.”

So, how can you deliver bad news in a way that minimizes the damage?

1. Do it as soon as possible. Bad news travels faster than a space shuttle. Until an official announcement is made, there will be wild speculation by your employees. Head off the rumors quickly. Speaking up asap will let you define exactly what’s happening and accurately describe its implications. At the same time, you’ll earn points by showing that you’re in charge and are being forthright.

2. Speak candidly. Tell the employees everything that can be told. If you don’t yet know the full extent of the impending change, say so. If time goes by and there’s nothing new to announce, say there isn’t any new news, so you avoid creating an anxiety-feeding information vacuum.

3. Give them the big picture. Begin the presentation by giving context — but do it quickly. Too much background up front can make you look insecure about getting to the bad news itself. If you played a part in what went wrong, or took part in a decision that will be painful for the employees to hear, admit it.

4. Plan for questions. An otherwise excellent presentation can be undermined with an awkward handling of the Q&A. Anticipate the questions you’re likely to be asked and be ready for them with concise and credible answers. Adapt them for the particular audience you’re addressing.

For the complete background of his plan, visit Kevin’s column on the Harvard Business Blog.

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Employee Retention: Can You Afford to Ignore It?

Published
by
Anthony Portuesi
on August 20, 2009
in Employee Engagement and Managing
. 0 Comments

employee retention Employee Retention: Can You Afford to Ignore It?

Turnover costs you a lot. And in today’s environment it‘s more important than ever to focus on developing a positive relationship with your employees. If your company has had layoffs or experienced a hiring freeze, the workforce that remains is probably working harder than ever as they absorb the work that former employees once did, in addition to their own jobs.

From the management perspective, we often approach this as “doing more with less,” however this sort of stress can cause employee morale to suffer terribly. And at some point, when the economy turns around, employees that believe they have been treated badly or feel unappreciated for their work during these lean times, will be the first quit. This leaves you without your most talented or knowledgeable employees’ right when you need them the most to start building and growing quickly.

The point being made here is that the time is now to make sure you are paying attention to your employees and what really makes them tick. To truly build and sustain strong teams, a leader must learn how to attract and keep good employees. New supervisors must be prepared to be collaborative, supportive, and nurturing of their people; flexing to meet the various needs of today’s diverse workforce.

While there is a clear need for attention in this area, it’s sometimes sad to see how many companies have glossed over their retention strategies amidst a challenging economy. Don’t fall into the trap! If your company is not devoting the time or money in this area, do it yourself!

To get started consider the free webinar coming up on Wednesday 26th by Manpower, a world leader in the employment services industry. Manpower offers a monthly webinar series on various topics, however I believe this one will be particularly interesting entitled, “Retention - When It Can’t Be About the Money.” Details for the webinar and registration link are below.

Free Webinar: Retention - When It Can’t Be About the Money

Wednesday, August 26 (12 - 1 p.m. EDT; 11 a.m. - 12 p.m. CDT) registernow Employee Retention: Can You Afford to Ignore It?

manpower logo Employee Retention: Can You Afford to Ignore It?The old saying “you get what you pay for” holds true and is always the case when it comes to your employees. The problem is that most employers think only in terms of dollars when, in your employees’ minds, “compensation” is about much more than money.

Human Resources surveys repeatedly show that people who love their jobs would not leave for a 10 percent pay increase. Only about four percent would consider an offer of 15 percent or more and the other 96 percent wouldn’t consider it at all unless the offer was at least 20 percent to 25 percent more.
So, if it isn’t about the money, what is it your people want from you? What are the intangibles that keep great people on-board and motivated?

During this webinar, you will learn:
• The four most important things employees of each generation want from their jobs
• The number one motivator that every manager has 100% control over
• The key ways to find out each employee’s drivers
• The largest mistake managers make that causes great employees to leave

*For HR Professionals - This program has been approved for 1 recertification credit hour toward PHR, SPHR and GPHR recertification through the Human Resource Certification Institute (HRCI).

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How Much Recognition Do Employees Need?

Published
by
Anthony Portuesi
on March 25, 2009
in Employee Engagement and Motivation
. 3 Comments

employee recognition How Much Recognition Do Employees Need?

If you’ve asked yourself this one, you’re certainly not alone. When it comes to praise and recognition, managers and employees often have two very different opinions on the subject. Managers feel that they provide ample recognition while employees generally feel that praise is glaringly absent in the workplace. Because of this disconnect, it’s not uncommon for managers to unknowingly run the risk of  demotivating employees, simply on the fact that they don’t provide enough praise.  So the question still begs, “How much recognition is appropriate?”

According to Gallup data, the key to effective recognition is that it be honest and based on outcomes that are measurable. They suggest that the correct answer to our question is once every seven days.

“Once every seven days, all employees should be individually recognized or at least told that they have done a good job or that they have set a record. And you can never give too much recognition if it is honest and deserved.” - Rodd Wagner and James K. Harter, 12: The Elements of Great Managing

Think of the last time you were praised for providing your best efforts or the time you put into a particular project. How did you feel? Recognition doesn’t always have to be a grandiose event. Even simple recognition of routine efforts can be the difference between an employee increasing productivity and silently looking for other jobs over their lunch hour.

In the research for their book, 12: Elements for Great Managing, Rodd Wagner and James K. Harter found that less than 1 in 3 employees can give a strong positive answer to the statement, “In the last seven days, I have received recognition for doing good work.”

How does that compare to your situation? If providing praise at least once every seven days sounds like a lot, it may be time for a gut check. There should always be something that you can find positive about someones efforts within that time span. Without a doubt there is a direct correlation between recognition and level of employee engagement.

Rodd Wagner and James Harter may have said it best, “With its power, ridiculously low cost and rarity, (praise) is one of the greatest lost opportunities in the business world today.” Perhaps we should rethink our question, asking ourselves instead -“When was the last time I praised someone for good work?”

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Boosting Employee Engagement and Productivity

Published
by
Anthony Portuesi
on November 30, 2008
in Employee Engagement and Managing
. 5 Comments

employeeengagement1 Boosting Employee Engagement and ProductivityRecently I was asked to participate in an employee engagement initiative, a topic I personally believe is vital to fueling business growth in today’s environment. Employee engagement has been a hot topic in recent years, sparking interest from HR managers all the way to the executive suite.

By definition employee engagement can be described as, “a heightened emotional connection that an employee feels for his or her organization, that influences him or her to exert greater discretionary effort to his or her work”. In otherwords, the more an employee is engaged, the more productive they will be.

“According to a recent Gallup study on employee engagement, about 54 percent of employees in the United States are not engaged and 17 percent are disengaged. Leaving only 29 percent of employees engaged at work.”

Assuming that study is accurate, this is clearly and area in need of attention. Though commonly monitored from the HR department, employee engagement is often most affected by an employee’s direct manager. The Conference Board, a non-profit research organization, has identified 8 key drivers that influence employee engagement:

  • Trust and integrity – how well managers communicate and ‘walk the talk’.
  • Nature of the job –Is it mentally stimulating day-to-day?
  • Line of sight between employee performance and company performance – Does the employee understand how their work contributes to the company’s performance?
  • Career Growth opportunities –Are there future opportunities for growth?
  • Pride about the company – How much self-esteem does the employee feel by being associated with their company?
  • Coworkers/team members – significantly influence one’s level of engagement.
  • Employee development – Is the company making an effort to develop the employee’s skills?
  • Relationship with one’s manager – Does the employee value his or her relationship with his or her manager?

engaged 300x198 Boosting Employee Engagement and Productivity

Though there are many strategies to increase employee engagement, the AMA is sponsoring a complimentary webcast on December 10th, focusing on one strategy entitled the “The Levity Effect: Boosting Employee Engagement and Productivity”. I’d encourage leaders at any level to take advantage of this opportunity, as this will continue to be a hot topic and one that will impact the success of your organization. Details for the free webcast direct from the AMA website are below.

The Levity Effect: Boosting Employee Engagement and Productivity
December 10, 2008 • 12:00–1:00 p.m. Eastern registernow Boosting Employee Engagement and Productivity

Unleashing the Power of Humor and Fun in Business
We all know the cardinal rule of public speaking is to start off with a joke. After all, when your audience is laughing, they’re listening. But the truth is that lightening up in the workplace can drive real business results. This is especially true in a bad economy. The benefits from what is termed the “Levity Effect” are not based on speculation, but are built on extensive research and case studies from organizations such as Boeing, Nike, KPMG, Yamaha, Enterprise, Zappos and dozens of others. In this program we’ll explore the remarkable power of humor and fun in business and demonstrate how an active sense of humor is not just a good personal trait but helpful for success at work.

While attending the Webcast is FREE, reservations are required. Register now or call 1-877-566-9441. Meeting Number: 17247 - 00001

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