Horizon Point Consulting

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  • 3 Steps for Driving Employee Engagement through Personalization

    3 Steps for Driving Employee Engagement through Personalization

    Remember the wind chime, the umbrella, the party, snacks and bonus check in our last post?

    Well during the corporate foray of employee rewards and recognition efforts, everyone in the department, regardless of their level of involvement in the project, got the wind chime and the umbrella and the party and the snacks and, yes, the bonus check.

    In addition to the one size fits all approach whether earned or not, although an umbrella at some point is going to come in handy, and the wind chimes do actually still hang in my backyard almost ten years later, no one asked me, or anyone else if we particularly wanted any of it or we might have preferred say a rain jacket or maybe a decorative flag.

    You see, one of the main tricks of employers who do the employee engagement game well know that perks and benefits should be personalized, fitting with each individual’s motivational preferences based on their personalities, interests and place in life.

    As The 2020 Workplace: How Innovative Companies Attract, Develop and Keep Tomorrow’s Employees Todaystates,

    “Rather than a standard package of health, wealth, and paid time off, companies can provide employees with a budget and a widely diverse set of options. These can range from sponsoring paid community service time overseas to allowing for credits to buy a hybrid car or even financially supporting an increased personal skill, such as learning a new language. The options are endless.”

    So if you want to focus on making it personal, here are three steps:

    1. Ask.  Ask and ask often what employees want.   You need to do this in aggregate and individually.  We suggest you design a survey to ask employees what they want and value in order to design overall benefit package options and structure. However, each person should be asked individually by their manager what things actually motivate them and what situations they are experiencing in their life and in work that cause one thing to be more motivational over another. For a list of motivational factors we use, Gallup’s 12 engagement questions for this.  Regardless of the mechanism you use to measure employee engagement, these results should be positively correlated with desirable overall business results such as increased profits that every organization tracks.   More on these business results that should be seen in next week’s post…

    Are your rewards and benefits personalized?  If so, what positive results have you seen?

    If you like this post, you may also like:

    The Best Way to Thank Employees is to Make it Personal

    Want to keep great employees? Know how to compensate them.

  • It Doesn’t Matter How and Where Work Gets Done. The Death of Office Space, Office Hours and the Employee-Employer Relationship.

    It Doesn’t Matter How and Where Work Gets Done. The Death of Office Space, Office Hours and the Employee-Employer Relationship.

    My brother started a new job in business development for an international company about six months ago. His boss lives in Toronto. He lives in Memphis, TN. In fact, he didn’t meet his boss until after he was hired. He works from home, or his car, or an airplane, or a hotel room, a Starbucks or really anywhere as long as he has a WIFI connection and a cell phone, it doesn’t matter where he is.

    We at Horizon Point just finished a project on wage analysis. Neither I nor our other full-time employee did any of the number crunching for it. The data analysis was done by a contract employee who works comp projects for us from time to time. She lives two hours away and has a full-time job by day. I never saw her once face-to-face throughout this project. I have met her once in person two years ago.

    In reading Start Something that Matters by Blake Mycoskie, founder of TOMS Shoes (read further insights from his work here) it was interesting to learn that when he first started, everything was done out of his small apartment in Venice Beach, California. He asked a coffee shop if he could use their prominent address as his business address to receive mail. He emphasized several times how office space is simply a waste of money.

    What do all of these illustrations point to? The world of commerce doesn’t care how or where or who gets work done, it just cares that is done, and done with quality, of course.

    Our first inclination is to think the reason for this is because the worker wants it. Newer generations are “demanding” more flexibility and we live in a time where technology allows this to work. In fact, the search for the keyword “remote” work has increased 85% over the last two years on indeed.com. While this may be true, the reality of why these shifts are taking place is simple. It makes bottom-line business sense.

    In a study highlighted in HR Magazine, of those who telework, “77% reported greater productivity while working offsite, 23% are willing to work longer hours from home than they would onsite, and 42% feel just as connected with colleagues as if they were working on the premises.”

    Contract labor will continue to increase as the employer/employee relationship “costs” too much for both the individual and the organization. Because of this, people will be working multiple “jobs” for multiple “employers” at any given time and over their lifespan.

    Devoted “office space” in many obsolete in some industries where it is an expense that isn’t needed. Rising shared office space models will continue to grow and become the norm and people will continue to work more from home.

    If you’re a part of an organization (more on what this means for the individual stay tuned for our post on June 30thby guest blogger Stephanie Siebel) consider these steps to adapt to these changes in order to stay competitive in the war on talent and on the war for your bottom line:

    1. Assess your “workflex” against peers in your industry. To do this, visit whenworkworks.org/workflex-assessment. Not all industries are created equal when it comes to tapping into these trends. For example, many of our manufacturing clients can’t tell an employee to go make a machine run to produce a “widget” from their couch- one day maybe- but you need to consider how you compare with your industry peers when considering how, where and who gets work done. Are you behind the times?

    2. Shift your paradigm of thinking by analyzing what is really necessary to get work done at a high quality. Make a list of all the things that are absolutely necessary to meet customer or client needs. You’ll find that often a permanent physical location, an employee that works only for you all the time and/or specific hours they work, all of which can eat up a substantial amount of capital, isn’t needed. Are you stuck in the way things have always been?

    3. Analyze changes to the way work is structured from a cost/benefit perspective.  You’re paying an employee how much in benefits? Do they value those benefits, do they need them? Would they prefer to have the flexibility to work from home helping to better meet their family needs because their spouse has the benefits their family needs? This is an individual cost/benefit example, but the cost/benefits can be weighed on a larger, corporate scale in terms of real financial costs. Do your research and present the facts. The whenworkworks.org website can help with this.

    4. Make changes gradually. Try out a contract arrangement with certain duties you think would cater to that type of arrangement. Experiment with your office hours to see if you need to be open from the typically 8 am- 5 pm hours. Implement and assess knowing that all changes don’t have be set in stone and can be implemented gradually.

    What is one step you can take today to make your “workplace” more flexible?

    Like this post? You may also like:

    I may have adult ADD but I wouldn’t trade it for anything: Refusing to choose between work and life

    The Best Way to Thank Employees is to Make it Personal

    Flexibility to Reduce Workplace Stressors

  • If You Want to Make a Difference, Start a Business Not a Charity

    If You Want to Make a Difference, Start a Business Not a Charity

    “An idea hit me: Why not create a for-profit business to help provide shoes for these children? Why not come up with a solution that guaranteed a constant flow of shoes rather than being dependent on kind people making donations? In other words, maybe the solution was entrepreneurship not charity.” Blake Mycoskie, TOMS Shoes

    Although Blake and his TOMS shoes have spurred the whole concept of one-for-one business models, he isn’t alone nor the first to consider how business can be a cause.

    With decreasing government funding for charitable causes (and I’m not saying this is necessarily a bad thing) and so many charities competing for individual’s attention, people who want to make a difference may be better off being entrepreneurs rather than social workers or not-for-profit managers. Blake’s quote tells us why: sustainability. Want to help, then you have to have a continuous flow of revenue to do so.

    There are three key ways we see businesses aligning with this idea:

    1. The TOMS Model.- One-for-one models.   Buy something, something is given. Simple as that. It’s done with shoes, water, eyeglasses, blankets, meals, vaccines, even condoms. The list goes on. However, in the wake of business as a cause through one-to-one initiatives, there is speculation that these models may actual hurt in the long run by sabotaging local economies.

    2. The Microsoft Model- Make a lot of money so you can give a lot of money.   It’s simple, make a lot of money so that you can give away a lot of money (and time) to support needs. What do you think Bill and Melinda Gates spend most of their time doing now?   It isn’t designing computer software. It is working to meet the needs across the globe through their foundation.   Many for-profit companies, large and small, operate charitable foundations, while others give a certain percentage of their earnings to charity.

    3. The Patagonia Model- Promote a social cause through your company message, product(s) and profits. With a desire to reduce consumption and waste the impacts our environment Patagonia started this campaign (see image below- subscribers click through) What happened? Profits are up. They sell fewer jackets that cost more, and should last forever, and by doing this they build a loyal brand of followers who are interested in the same thing they are, conservation.

     

    In all of these cases, the purpose is dual: the profit and what the profit can do for the purpose.

    In reality though, capitalism or free enterprise systems (with certain controls) where there is the incentive of profit to be made, is THE economic system that actually may be the single best way to reduce poverty in this world and fight the ills that result from it. History has shown that the to be best method for bringing a society, and therefore individuals, out of poverty is to give a person the opportunity to work for something worth working for- namely a profit (and this may be why the TOMS model may actually be hurting local economies). Because what does that profit produce? Self-sufficiency and independence. Then, some people will keep all they earn for him or herself, but most, as we can see by many models, find a way to give much of it back for the greater good.

    So what should you or your organization do if you want to start or focus a business on capitalism with a conscience?

    1. Identify your greater purpose. What is it that you want to impact and how is your business or how can you position a business to uniquely meet that purpose? Is it tackling poverty, world health issues, conservation, education, entrepreneurship? Define specifically what is you want to impact and get it on paper. You can’t move on to your how of impact until you define your what and why.

    2. Learn.  

    a. Learn by reading about these different models and determine what the best fit for your organization.   For the one-to-one model, read Blake’s Start Something That Matters as well as the pieces that show how this model may actually hurt- such as When Helping Hurts. For the Microsoft model, read Bill Gate Sr.’s, book Showing Up For Life. For a local model, read our Give Back Piece on Valley Rubber, LLC. For a piece on several models like Patagonia, read This FastCompany article.

    b. Learn through education. Like Casey Gerald said in his graduation speech from Harvard Business School, if you want to find a method for helping the most today, then go to business school. You may not need to actually go to business school, but you do need to know how to design a business model that meets a market need through your product or service.

    3. Create or revise your business plan so that it meets both the market need and the greater purpose you have in mind. For some great resources to do a business plan, visit score.org.

    What cause is closest to your heart and what business(es) are doing something about it? My guess is you buy from them.

  • 2 Things to Do to Address HR’s Biggest Pain Points

    2 Things to Do to Address HR’s Biggest Pain Points

    We had a great time and learned a lot at the Alabama SHRM Conference a couple of weeks ago. It’s always great to network with colleagues and learn from some of the best in our profession. We try to make this type of event part of our professional development game plan.

    In order to learn even more at the conference, we asked the professionals who stopped by our booth to complete a short survey where they identified their biggest pain points in HR.

    Here’s how the results shook out (subscribers click through to see chart):

     

    While there was no stand-out pain point above all the others, the highest scoring area was compliance training at 31%. Next in line were leadership training and employee development at 24%. In trying to make some sense out of these trends from the additional comments people added, two key things emerged:

    1. HR professionals’ biggest pain points are the things that impact the business in the long term. When you add it all up, so many of the things are people development issues- employee development, training of all varieties and succession planning- all critically important, but….
    2. The pain points aren’t being impacted for one of two reasons:
      1. Lack of buy-in from upper management
      2. Lack of time to address

    So how do we address the things that are keeping us from impacting the important things? I found some insights from the conference:

      1. There was so much focus at the conference on HR needing and wanting to be a “strategic business partner” and wanting a “seat at the table”. This ties to number 1 here. The gist of how to get a seat at the table and therefore buy-in from upper management was you gotta prove it. The best way to prove it is through data that shows the impact on the bottom line. In one of Jennifer McClure’s she focused on utilizing data to help make better human capital decisions, not to track metrics that have happened in the past. For example, she used data to get her boss to buy-in to an HRIS system that was needed.For example, one professional noted that the biggest pain point he/she has is succession planning. Comments he/she made tied to this issue went something like this… “We think the leaders that have been here 10 years will stay another 10 and even though I know they all won’t; there is no buy-in at the top to start planning in case people at the senior management level do exit for whatever reason”.Want to get senior management’s attention in order to get buy-in to start planning? Put in front of them the replacement cost of someone at that level and the lost time in productivity due to someone at that level exiting unexpectedly. Most cost to replace stats (SHRM has some good resources on this) show a 100-200% of base salary cost and that doesn’t even factor in lost time due to productivity.
      2. In terms of addressing lack of time to address key HR pain point areas, two insights showed up from the conference during Dawn Hrdlica-Burke’s lunch keynote on HR needing a revival. Some simple, yet profound insights were offered as methods to get rid of the “stuff” and to devote time to purpose and addressing your greatest HR pain points.
        1. Get control of your email.

          A great guy was sitting next to me at the lunch. When she mentioned getting control of your email, he leaned over and said, “I’ve started checking email ONLY at Noon and at 4 pm and it has increased my productivity dramatically.” I knew he wasn’t joking when we emailed after the conference about getting together for some business development reasons and I got an automatic reply from him stating that he only checks email at Noon and 4, and he would respond to me during one of those times. Well done! What is he doing during with that increased productivity time? My hope would be he is addressing some of those key pain point areas that impact the bottom line.

        2. Delegate.

          3. Once you’ve maximized some productive time by not letting your email control you, you can either delegate 1) the stuff that is keeping you from getting to your critical HR pain point areas (and a pain point may actually be one of these) or you can 2) delegate the pain point area. For example, if compliance training is your number one pain point area that you don’t have enough time to get to (and I would tell you this isn’t a strategic priority, it is just a get it done and check if off thing), then find a quality vendor that can deliver this training for you in a way that leads to more efficiency. But wait you say, “I can’t do that, it will cost money and I’m back to my issue of lack of buy-in”. See number 1 above. Prove the value of outsourcing it to with data. You know you’ve found a good vendor when they can provide you with this data to prove it.

      We at Horizon Point spend a lot of time focusing on helping clients address those strategic pain point areas that are critical to employee development. Contact us if you need to consider how you might bring in help to address those priorities that lead to a more engaged workforce. And we can help you with the data to prove it’s worth it. An example here.

      What is one thing you can do today to address a pain point?

  • True Leadership is Servant Leadership: Cory’s Give Back

    True Leadership is Servant Leadership: Cory’s Give Back

    As our focus on leadership this month comes to a close, it is only fitting for us to highlight someone in our Passion + Productivity = Give Back feature whose passion is focused on developing leaders of all ages.

    Cory Wilbanks, Director of Leadership Development at the Decatur-Morgan County Chamber of Commerce, facilitates four yearlong leadership classes for members of the community. Her focus is on growing potential leaders as well as nurturing the skills of well-established leaders. She does this not only through the leadership programs, but also through her own personal volunteer efforts and supporting the volunteer efforts of others.

    When asked her passion, Cory says, “My passion is people. I love working with the participants in the four leadership classes the Chamber offers. The two youth programs give me the opportunity to get to know and work with students in our county. It is exciting to see all of the potential the students have and the opportunities before them. The adult programs give me the opportunity to get to know some of our up and coming community leaders and some well-established leaders as well. In addition to working with the leadership classes, I also get to work with our Commodores. The Commodore program is a group of volunteers that serve the Chamber and the Community. The best part of my job is that I get to meet and know all of the volunteers and participants with the leadership classes and Commodores. They are phenomenal people.”

    Cory gives credit for the success and growth of the leadership programs to the dedicated volunteers. She says, “The Chamber has been able to add an additional leadership class during the last couple of years. We have great volunteers that work with our leadership programs. These programs wouldn’t be possible without the volunteers.”

    Seeing that leadership is grounded in volunteerism, Cory spends time each week helping students at Hartselle High School determine their career and college direction. Her focus is on helping students find their passion so they can be productive in the work they do and grow to be leaders in the community that give back through a servant leadership mindset.

    She says, “I help students look at career options and give them opportunities to see those career options first hand. It is so exciting to help students discover their passion. I tell them how important it is that they LOVE their job. My goal is to help students find a career that is well suited for their skill set, in demand and something they will enjoy doing long term. I think you foster passion and productivity by having people do jobs that they enjoy and fit their skill set. If you have the right person doing the right job then they will be both productive and passionate.”

    True leadership is grounded in an attitude of service, which allows leaders to make more leaders. Cory does just that through her focus on people and on giving back.

    Wanting to enhance your leadership skills? You can learn more about the Chamber’s four leadership programs here.

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