Posts Tagged “performance”


Organisations which recruit and retain the best people develop an honest and thoughtful employee recognition culture…

A culture that motivates and rewards people in a way that extends far beyond simply material incentives.

A culture which makes them belong and so feel safe!

According to Gallup, 65 percent of surveyed employees reported that they received no recognition over the last 12 months for their work. In the same report, 89 percent of employers feel that most employees leave their companies to earn more money. But, most workers who leave their jobs cite lack of employee recognition as a major concern.

Best Practice For Employee Recognition Culture:

Some of the best practices for recognising employees include:

* Establishing solid criteria for work performance

* Recognising people from all areas of operations and all levels

* Fostering a recognition culture where informal feedback is frequently offered

* Aligning performance benchmarks with the company’s goals, mission, vison and values.

* Providing opportunities for advanced training and career development as part of staff recognition

The following specific recognition culture initiatives are effective ways to recognise and reward your employees:

1. Make it personal, instant, include peers and your boss!

It’s critical to be specific, personal and accurate. Use positive words, and demonstrate to the person that you actually understand their accomplishments.

2. Provide opportunities

Some people don’t get the chance to excel because of the nature of their jobs or reduced expectations for certain types of work. Anybody who does their job well should be afforded opportunities for interesting, expanded responsibilities and training for job advancement.

3. Magnify recognition

While verbal communication is clearly the most effective way to recognise employees, the best strategy is to back it up by publicising accomplishments across multiple forums such as company newsletters, dashboards and in team meetings.

4. Offer beyond-the-call-of-duty perks

People who consistently perform at the highest levels should earn discretionary privileges.

5. Motivate with financial incentives

Although financial incentives aren’t always the best motivators, they certainly demonstrate appreciation for work well-performed. The best financial incentives are spontaneous because they motivate people to work their best at all times.

6. Give holiday rewards and bonuses

Award holiday bonuses include offering a cash or gift package to reward people for outstanding performance

7. Facilitate peer-to-peer recognition

Include recognition from peers.

8. Recognise people’s passions

People love to be recognised for their outside activities, hobbies and passions because it helps people belong not simply for their work, but also for their life out of work. belong Recognising peoples passions can also work as rewards in their own right.

9. Use technology and social media to publicise accomplishments

In today’s environment of instant communications, it is important to publicise important accomplishments and even human interest items in the company’s social media forums.

Recognition and positive motivation are powerful tools for encouraging people to give you their best

The tips outlined above are simply starting points, but depending on your business and industry, we can work with you to create an HR strategy that attracts, retains, and develops talented people that enhance your organisation.



Struggling with an unpopular CEO? This is what you should do

By Bianca Healey,

An unpopular CEO who has lost the support of staff can adversely affect morale and company culture – even turning it toxic. But what can be done if they refuse to budge?
Prime Minister Malcolm Turnbull has been delivered a harsh critique by the Australian voters, according to a Fairfax Ipsos poll released over the weekend. The poll shows Turnbull’s personal popularity in free fall, declining 8 per cent since June and a remarkable 53 percentage points over the past year. According to the poll, an equal number of voters now either approve or disapprove of the way PM Turnbull is doing his job, which means that his net approval rating rounds out at zero.

A leader, even when effective, might well fall victim to wavering popularity due to behaviours that often come with the territory: indecisiveness, bullying, siloing or hoarding of information or even disengagement. The result? Failures in leadership can drag a CEO’s approval score to nil.

It’s a situation that Tim Baker, director and leadership consultant at WINNERS-at-WORK, consistently sees in his day-to-day work. In his experience, CEOs – because they have so much to do in a day – are susceptible to losing touch with their teams.

But how to turn the tide on an unpopular CEO? As an HR professional, Baker suggests it’s in your best interest to take the problem to the source before the situation turns toxic. Baker recalls one occasion where he was brought in as a leadership consultant for an 18 person executive team at an organisation. While there, he “got a very good sense” that the CEO had lost the confidence of the organisation.

“Throughout the interview process with each member of the management team, a thread of commonality appeared as it quickly became apparent that the CEO was out of touch with his team,” says Baker. While he felt an obligation to let this unpopular CEO know what was going on, Baker’s aware that not all HR professionals are able to take such a direct approach out of concern for personal relationships, as well as their own jobs.

Baker explained to the CEO that there was a general consensus that his management team didn’t feel like they were in the loop when it came to decision-making.

“I said ‘what you need to do is have a frank, one-on-one conversation with each of your team members to get a sense of what their particular concerns are.’ He took my recommendation on board, promising that he would book meetings with his management team after the Christmas break.

“I said to him, ‘With respect, you can’t afford to wait that long because morale is that low’,” says Baker.

As a direct result of the unopular CEO having regular individual meetings with his team members, morale immediately improved, says Baker. “What we saw is that it was a culture change exercise as much as it was about morale.”

However, HR might not always be faced with a CEO as open to criticism. If a CEO is resistant to change, or an HR professional doesn’t have direct access to the CEO, Baker recommends a more indirect approach.

“If HR doesn’t have the clout, or relationship with the CEO, it could be a case for speaking to a senior manager who does have that one-on-one relationship with them,” he suggests.

Another option is to take a non-confrontational approach, such as 360-degree feedback where every member of a team gives advice across the board, or to put together a survey with specific questions that probe into the impact that the CEO’s actions have on the organisation as a whole.

“That way (much like an external consultant), the HR manager can reflect feedback given across the board rather than deliver it as though it’s coming straight from one person.”

What HR can do to turn the tide on unpopular CEO practices:

  1. Have courage: Communicate openly and honestly. Give an unvarnished appraisal of the CEO’s blind spots, or speak directly with a senior manager who can have a one-on-one with them.
  2. Give tangible solutions for methods to improve: This can include monthly one-on-one meetings with key staff built into their schedule. Offer evidence-based examples of improved morale and production at other organisations.
  3. If you can’t take a direct approach, engage in an indirect method: You might try 360-degree feedback to reflect the gaps in the CEO’s management directly back to them. This offers them the opportunity for self-reflection that’s not connected to one individual and allows them to make positive changes without feeling personally targeted for a particular failure of management.


performance review 2

Performance review… this presents an opportunity for employees to demonstrate their accomplishments and distinguish themselves and their value to the organization. In this challenging economy it is important to use this critical tool to its best advantage as it has significant impact on pay, professional development and, possibly, job security. Here are ten tips to make the process work for you and make it easier for your boss to write you a terrific review.



1. Know Your Role

If you are uncertain about any aspect of your job, seek clarification. A great place to start is a detailed list of job duties or, if it is available, an official job description, from your manager or human resources department. If no description exists, use the Salary Wizard® to search for one or two jobs that are close matches to your job. You, along with your manager, can develop an appropriate description from there.

2. Be “Engaged” in the Process

Many workers are missing important opportunities to maximize their earning potential by not devoting more effort to their performance review or ensuring that they get a clear explanation of their goals and objectives. Be an active participant in establishing your goals from the start. Focus on key objectives and define a plan that makes sense for you and your employer.

3. Set Goals that are Reasonable and Relevant

When establishing goals, make sure they are meaningful. There should be value in doing a particular activity. Each goal must be relevant to the work you do each day and should be mutually agreed upon by you and your manager.

4. View goals as a project plan

Make your goals your mission for the year. Keep goals current, track progress and contributions, and update goals as appropriate to reflect any changes in your role or responsibilities. Remember that although goals are set to achieve certain work-based objectives, they can also yield personal rewards in the form of professional and developmental growth and greater earnings potential.

5. Document your accomplishments

No one pays closer attention to your work than you do. The annual performance review, and the promotion or salary increase that often goes with it, can be enhanced significantly if you highlight your accomplishments clearly and make a case for yourself. Document your accomplishments along the way and let your boss know when you have reached established milestones. If you reach a stumbling block along the way, seek advice on how to best resolve the issue.

6. Show an interest in additional training

If you don’t have access to the tools or training necessary to achieve a particular objective, be sure to ask. Your employer will see that you want to improve the quality of your work and are interested in professional growth. Additional training will make you more valuable to the organization and set you up for the next step in your career.

7. Check-in

Have an open dialogue with your boss throughout the year so you have a better sense of where you stand and how your progress is being perceived. Don’t leave all of this discussion for the annual review. Try to conduct brief, informal discussions throughout the performance review period. Taking time to check shows your boss that you are interested in performing well and are working hard toward achieving goals.

8. Share positive feedback

Feedback from colleagues and/or customers is also valuable when you are preparing for a review. If someone sends you a thank you via e-mail or on paper, keep it on file. If someone says something complimentary, ask him or her to put it in writing.

9. Demonstrate a Positive Attitude

Performance is about results, but some great performers can have bad attitudes. Employers look for employees that produce quality work and are flexible and easy to work with. Think seriously about what your general behavior conveys to those around you. Try to be “likeable” in a business sense by being pleasant, respectful and courteous to colleagues.

10. Utilize Performance Review Feedback

When you get constructive feedback during a performance review, listen to it carefully and objectively. If part of the feedback is difficult to hear, try not to appear defensive. Instead, take time to consider what was said and try to make improvements in your work habits to avoid similar comments in the future. Companies value employees who can accept professional guidance.

Source: Maura Pallera, contributing writer.