Horizon Point Consulting

Category: Human Resources

We know HR. Read our Human Resources blog archives for stories and best practices from our work with real clients and personal experiences in the world of HR.

  • Enhancing Workplace Culture

    Enhancing Workplace Culture

    Written by guest blogger: Steve Graham

    A workplace culture is unique.  There are similar cultures, however, each one has individual attributes.  Great, good, bad, or downright horrible, each culture makes a statement about your organization.  In today’s highly connected society, word spreads fast about your values, mission, and the way you treat the people who work for you.  Culture will exist absent of a specific focus. Even the worst workplaces have a culture. These are often classified as, “toxic workplaces”.

    There is no shortage of literature about great workplaces, work culture, and even the toxic places.  In this article, I will explore those attributes common to the best work cultures. My goal is to offer ideas that will enhance the workplace environment.

    Culture is not a one-size-fits-all concept.  If you are trying to be Google, please stop!  Your industry sector, available talent, and even the geographic location are all influencers that help shape culture.  According to ERC, an HR consulting firm, allowing your culture to develop naturally, is one of the biggest mistakes organizations make.

    Leaders are the bedrock in shaping workplace cultures.  They set the tone for how culture is created.  People need to feel connected in their workplace. On average, most of us spend more time at work than at home.  Organizational Psychologist agrees, that workplace culture must provide the six universal human needs to thrive: respect, recognition, belonging, autonomy, personal growth, and meaning.  In his book, Connection Culture, Michael Lee Stallard comments, “An organization’s culture reflects the predominant ways of thinking, behaving, and working.”

    As you think about these six universal human needs, reflect on how each connects to workplace culture:

    1. Respect: An environment that encourages open communication.
    2. Recognition: An environment that values accomplishments.
    3. Belonging: An environment that cultivates engagement.
    4. Autonomy: An environment that is free of micro-management.
    5. Personal Growth: An environment that promotes career development.
    6. Meaning: An environment that allows the expression of purpose.

    When exploring the attributes of enhancing culture in the workplace, there are commonalities that are present in organizations known for being great places to work.  In a recent article from Huffington Post, Dr. Michelle Rozen identifies seven characteristics of successful company cultures.  Dr. Rozen starts the list of characteristics with purpose.  Having a sense of why you do what you do is essential in a successful culture.  She comments about the role of purpose, “Purpose is an inspirational driver for engaging employees and communities. When a leader establishes a clear purpose for the organization, it will become the inspirational driver for engaging employees and so provide them with a concrete source for motivation.”

    Her list of characteristics also includes: communications, diversity, engagement, teamwork, and growth/development.  If the workplace has a focus on these characteristics, it is a foundation for a successful culture.  Take each of the characteristics and compare it against the six universal human needs. Are you balanced in your approach to each?  If not, this is a great place to start working on enhancement.

    The organization, Great Place To Work, recently published a book titled: A Great Place to Work For All.  Their publication illustrates the connection between great cultures and the impact on their bottom line. The importance of leadership in shaping culture was also discussed: “In the emerging economy, leaders have to create an outstanding culture for everyone, no matter who they are or what they do for the organization. They have to build Great Places to Work For All.”  Creating a culture that maximizes the human potential accelerates performance.   The research compiled by Great Place To Work is a powerful resource for creating an exceptional work culture and demonstrating how it is worth the investment.

    Enhancing workplace culture takes time.  It also takes a commitment to prioritizing resources to achieve the desired outcomes.  If you keep your people central to the mission, you will design a culture that works best for your organization.  There is nothing wrong with borrowing ideas from other organizations that have an exceptional culture.  Borrow it, but customize to fit your environment.   A workplace culture is like a personality, where authenticity is essential.  A “one-size-fits-all” or “cut and paste” approach will not work in the long run.

    The first step in enhancement is an evaluation of what you are doing and not doing.  Also, observe your competitors. What can you learn from them? Do they seem to have better talent? Do they experience lower turnover? Do they have a better public perception?   Resist the temptation to be something your organization is not.  A great culture is not about the perks.  This quote from IDEO, an international design and consulting firm founded in Palo Alto, California, in the heart of Silicon Valley, sums it up: “Often, people want to write culture off as a slew of perks you might find at tech companies. But really, culture is about creating an environment that makes it possible for people to work together to come up with innovative products and ideas—the same products and ideas that drive revenue.”  Here is a suggested path to follow if you want a better workplace culture:

    1. Define who your organization is and live it every day!
    2. Establish an environment built on trust. If trust is not a core ingredient nothing else matters.  A Forbes article from Glenn Llopis, Design Your Workplace Culture To Go Beyond Engagement And Fuel Trust says, “Leaders who develop intimacy build trust by developing relationships with their people and placing employees at the center of an organization’s growth strategy.”
    3. Encourage open communications—break down barriers that impede progress.
    4. Develop people. Have a strategic focus on talent development.
    5. Offer flexibility. Offer an environment that meets the needs of your people.
    6. Recognize people the way they want to be recognized. Be consistent.
    7. Celebrate successes and support your people in failures.

    Workplace culture is important and takes time to develop.  Approach the process of enhancing workplace culture as ongoing.  It is never a completed task. Cultures must also evolve.  Keep the six universal human needs at the heart of your design.  Leaders are curators of culture. Be authentic. What works in Silicon Valley does not translate everywhere.  Workplace culture has a real connection to the bottom line, so treat it with the importance it deserves.  Observe your direct competitors. Often, they are most like you. There is value in understanding what works and does not within your competitive set.  Define your authentic self as an organization. Keep trust as a key element in designing the right culture. This will lead to innovation and a holistic relationship between your people and revenue.

     

    About the author: Steve Graham serves as Vice President for Marketing, HR Business Partner, and college instructor. He holds graduate degrees in management and higher education. As a life-long learner, he has additional graduate and professional education in executive & professional coaching, health care administration, and strategic human resource management.

    He is a certified HR professional with The Society for Human Resource Management, a certified coach with the International Coach Federation, and a Global Career Development Facilitator. His professional memberships include: The Society for Human Resource Management, the American Society for Healthcare Human Resources Administration, Association for Talent Development, and International Coach Federation. LinkedIn.com/in/hstevegraham

  • Top 10 Recruitment Quotes

    Top 10 Recruitment Quotes

    10. “Recruitment IS marketing. If you’re a recruiter nowadays and you don’t see yourself as a marketer, you’re in the wrong profession.” – Matthew Jeffrey, Global head of sourcing and employment brand at SAP

    9. “If you think it’s expensive to hire a professional, wait until you hire an amateur.” – Red Adair

    8. “Great vision without great people is irrelevant.” –Jim Collins, Good to Great

    7. “Hire character. Train skill.” –Peter Schutz

    6. “If each of us hires people who are smaller than we are, we shall become a company of dwarfs. But if each of us hires people who are bigger than we are, we shall become a company of giants.” –David Ogilvy, advertising executive

    5. “Do not hire a man who does your work for money, but him who does it for the love of it.” –Henry David Thoreau

    4. “Hiring the right people takes time, the right questions, and a healthy dose of curiosity.” –Richard Branson

    3. “Hiring people is an art, not a science, and resumes can’t tell you whether someone will fit into a company’s culture.” –Howard Schultz

    2. “What is a modern recruiter? Someone who is honest first, knowledgeable second, consistent third, humble fourth, helpful fifth, and personable sixth.” –Steve Levy, Principle: Recruiting, Talent, and Social Media Consultant at Outside-the-Box Consulting.

    1. “Nothing we do is more important than hiring and developing people. At the end of the day, you bet on people, not on strategies.” – Lawrence Bossidy, Former COO of General Electric

  • Five Elements of a Great Onboarding Experience

    Five Elements of a Great Onboarding Experience

    You found the perfect candidate, made them an offer they couldn’t resist, and now they’re ready to start work. While you’ve wowed them up to now, your onboarding and orientation experience is critical to keeping them and to your reputation as an employer of choice.

    • A study by Glint showed that employees who had a poor onboarding experience were eight times less likely to be engaged in their work, with 40% of those employees reporting disengagement just three months after hire. Those same employees reported that they would not recommend the company to others.
    • According to a 2014 study by SHRM, one company surveyed reported that new employees who attended a structured orientation program were 69% more likely to remain with the organization for three years.

    One of my favorite tasks in HR has always been designing and implementing onboarding and orientation programs for organizations. I love working with organizations to learn what processes they have in place, helping them determine where they need to make improvements, and then following up after implementation to see the results.

    So what makes a great onboarding and orientation program?

    1. Communication. As with most things, a great onboarding and orientation experience begins with communication. Even before a new hire’s first day, there is often communications that need to be sent out to them. This may include new hire forms, information on where they need to report on their first day, or even just a welcome email from the leadership team. Make sure this communication is welcoming, informative, and easy to disseminate. If you require new hires to fill out paperwork prior to their start date, provide clear and concise instructions on how to complete and return the forms. Try to think like a new hire, anticipate what questions they may have and answer them proactively.
    2. Preparation. The worst experience I ever had as a new hire was walking in on my first day and being asked to put together my own orientation packet! And it only got worse when I was shown to my office only to find out I had no desk, no computer, and a room full of storage boxes (and they had a month to prepare). Being ready for your new hire to show up on their first day goes a long way. Be ready to greet them at the front desk when they arrive, have their desk, computer, and any other equipment they need ready for them, along with all of their access and login information. Make sure that you communicate their start date with leadership and anyone else who may be involved in their onboarding and orientation so that they are not caught off guard. And maybe even have a few goodies waiting for them when they arrive that first day or plan to take them out to lunch.
    3. Elimination of downtime. One of the worst things I think you can do on a new hire’s first day is leave them alone. Think back over your first day experiences, were you ever left to your own devices? If you answered yes, chances are you also remember wondering why they weren’t prepared for you, why they didn’t have your first day scheduled out, and when someone was going to come to rescue you from your infinite boredom. There are so many tasks to accomplish when a new employee starts, so there really should be no reason to drop them in a room or at a desk and leave them. Designing a standard orientation schedule for their first day, and even their first week will help ensure that there isn’t an excessive amount of downtime for new hires. Consider what paperwork they need to complete, what policies and procedures you should review with them, what training should be completed and who will present it, and who they need to be introduced to. Consider establishing a mentor or buddy program where a tenured employee is paired up with new hires to help them get acclimated to the organization, then have that mentor or buddy help walk the new hire through orientation.
    4. Follow through. Onboarding and orientation are often used interchangeably, however, they are two very different things. While your organization’s orientation may take a day or even a few weeks, onboarding an employee may take up to a year. So what’s the difference? Orientation involves tasks like the completion of paperwork, reviewing company policies and procedures, introductions to team members, and introductory training to understand their role. Onboarding goes well beyond that and includes more in-depth training and management involvement. It is the process of helping the new employee get their feet wet and learn how to become a contributing member of the team. While orientation may be a very formal process, onboarding is often much more informal. Don’t drop the ball after the initial orientation. Make sure that the new hire is being provided with the tools, training, and resources they need to understand and be successful in their role.
    5. Follow up. Designing and implementing an orientation and onboarding program can be a huge undertaking. But all of that effort could be wasted if the program is not effective, so a critical step in the process is to evaluate the results. A great way to do this is to have new hires complete a post-orientation survey and provide feedback on what worked well, what didn’t, and what they felt was missing. I also recommend having a touch base conversation with the new hire after they’ve been with the company for 60-90 days and had a chance to get settled. Use the feedback from the survey and touch base meeting to continue to improve your organization’s onboarding and orientation programs. And as noted in the statistics listed above, another measurable indicator of an effective onboarding program is an increase in employee retention.

    Based on the five elements of a great onboarding experience, how would you rate your organization’s program?

  • 4 Ways to Help Change Happen When Change is Hard

    4 Ways to Help Change Happen When Change is Hard

    “For anything to change, someone has to start acting differently.”

    from Switch by Chip and Dan Heath

    Change is all around us.  In our personal and professional lives, just when we might get to used to something, it changes.  Many of the most life-altering personal changes that we choose like marriage and children we tend to embrace and get excited about.  We put ourselves in these situations of change.

    At work, though, changes often occur, and we didn’t prompt them. They are unsettling and hard.

    We work a lot with clients helping them manage change.  In addition, when we are asked to come in to do training, whatever type it is, it is usually because the organization wants some type of change to occur.

    So how do we help people through change?  I think the first thing to do is acknowledge that change is exhausting and then build strategies to help people avoid or overcome that exhaustion.  As stated in Switch by Chip and Dan Heath, “Change is hard because people wear themselves out….What looks like laziness is often exhaustion.”

     

    Here are four ways to help fight that exhaustion to make change easier.

    1. Limit your choices.  Much has been written about highly successful people who always wear the same clothes and/or always eat the same things, day after day.  Take, for example, Steve Jobs and the standard uniform he wore:  black turtleneck and jeans. Or Nick Saban and his supposed diet of a Little Debbie Oatmeal Cream Pie every morning for breakfast.  Why is this helpful?  Because if you don’t have to think about these things, it leaves you more mental energy to think about more important things.  Some practical things to do in limiting your choices:
    • Subscribe to services to limit your choices:  You may not want to eat an oatmeal pie every morning or wear the same thing every day.  Subscription-based services can help you limit your choices and also infuse variety in them. For example, meal services where meals are delivered to your door can be a good idea. What you eat is pre-chosen after you answer a few questions about preferences. These are saved and used to chart your weekly meals and you don’t have to think about your grocery list or if you forgot the key ingredient.  It is all right there. Subscriptions to clothing boxes (Trunk Club is my favorite), automatic reordering through Amazon, and other similar places can also help you cut the thinking out of everyday choices to help store up your mental reserves for more important things.
    • Set your three big to-dos for the day:  Your choices of to-dos are probably massive each day. Multiply that by weeks, months and years and it is a whole lot to wrap your mind around.  But, if you sit down each day (or week) and list the three things that are most important to get done that day, you are inadvertently limiting your choices of chasing multiple to-do rabbits.  I’m using Michael Hyatt’s FullFocus Planner to help me to do this.  Although some of the planners are overkill, I really like the set-up that prompts you to set three big rocks each day.  These should stem from the goals you set at the beginning of each quarter in the front of the planner.
    1. Scale the good.  Focus less on the bad.   Our minds are wired to problem solve.  While this is often a good thing, constant problem-solving mode zaps our energy and leads to fatigue.  To combat this mental default, sit down each week on your own or with your team and determine one thing that went right last week.   Use that to then focus your energy for the week of replicating that right instead of finding and fixing the wrong. Oftentimes this indirectly gets rid of a lot of problems.

    As it is stated in Switch, “Ask yourself, ‘What is the ratio of the time I spend solving problems to the time I spend scaling successes?’ We need to switch from archeological problem solving to bright-spot evangelizing.”

    1. Start behaving as though things are the new normal. I heard a clinical psychologist speak at a conference earlier in the week.   He described an activity he does with people who have come to him for marriage counseling.  In this, he asks the couple, what do people do in a happy marriage?  He said it takes a bit to get them actually listing behaviors, but when they get on this track, they list things like: they say I love you, go on dates, have sex, call to check in during the day, send flowers, cook each other meals, etc… You get the picture.  Then he tells them to pick one of these things and do it.  So, he makes them declare Thursday night date night (or hey, sex night) and asks them to commit to that.   He says, “Don’t try to be in love, just do what people in love do.”

    This obviously is tied to focusing on the good, not the bad as stated in number two, but it goes beyond that in building upon number one by not thinking about it. Just do it.  It builds in our automated sense to create habits, thus diminishing mental fatigue.

    1. Create change scripts.  If you are leading a change with a group of people, we find creating change scripts for communicating the changes to be very helpful.   We’ve created a format that outlines how to do this based on the way people process information. For example, most people start with the what when communicating change instead of the why, which immediately triggers the wrong part of the brain- hello panic- and then no one listens to the rest of what you have to say.

    You walk through filling in the blanks based on the outline, so it is designed to help limit the exhaustion and often paralysis that can come from thinking, “How on earth do I tell people this?”

    It also helps people stay on the same script, limiting confusion and assumptions that make change management harder than it has to be. If you’re interested in talking to us about this, reach out to us.

     

    Change is hard, but if you can limit the fatigue that comes from daily life that is compounded by the change process, you can help yourself and others navigate change more successfully.

    How do you keep your energy at a level at a place that allows you to navigate change effectively?

  • Improving Your Time to Hire

    Improving Your Time to Hire

    According to the 2017 Talent Acquisition Benchmarking Report published by SHRM, the average time to hire in 2016 was 36 days. With the job market exceeding the talent pool right now, candidates are harder to find, and when companies do find them, they have to move fast or risk losing them to the competition.

    How can organizations streamline their hiring process while still ensuring that they are recruiting top talent?

    1. Assess your current process. A great way to do this is through a SWOT analysis. What is your organization doing well and what are you struggling with? What opportunities are you missing out on and what external threats are impacting your ability to expedite your hiring process? Once you’ve assessed your current process, you’ll be able to determine where changes or improvements are needed.
    2. Document your process. A tool that we use for our clients is a process documentation flowchart. It outlines what resources are needed to successfully complete the process, who is involved in each step, and what the possible outcomes are at each step.
    3. Provide training to those involved. Your process document is useless if you don’t provide training to those involved, so schedule time to train your leadership on what the process is, what their responsibilities within that process are, and provide them the tools they need to successfully execute their part. Also set expectations with the leadership. If you submit a candidate to a hiring manager, let them know you’d like feedback within 1-2 business days. Then follow up if you don’t get that feedback within the time frame set. If you do this consistently, it will become a habit for those managers.
    4. Make sure your hiring process is easy. Just as candidates don’t want the application process to be cumbersome, once they get past that first hurdle, they want to see that ease of process continued during the interview phase. If your interview process includes skills tests or requires samples of work, make those tasks easy. I have a client that requires developer candidates to take a coding test. In order to complete the test, candidates are sent a link to a third-party web host service where they can log in to the test and take it at their convenience versus having to do so in person at the office. If your interview process requires interviews with multiple hiring managers, consider scheduling them back-to-back on the same day or doing panel interviews.
    5. Show candidates that you value them. According to a 2017 study by CareerBuilder, 78% of candidates say that their overall experience during the hiring process is an indication of how the company values its people. A great way to show candidates that you value them is to make sure they understand your hiring process, communicate with them throughout that process, and don’t drag it out any longer than necessary.

    If you take these steps and you’re still struggling to fill positions, you may need to re-evaluate your job posting or the recruiting sources you’re utilizing.

    What can your organization do to decrease time to hire in this tight candidate market?