by Nuture HR
I am often asked what is the best way to reward employees?
Reward and recognition is something that means different things to each of us, based on our own values and stages in life. Due to this, there is never a simple answer, rather I recommend you consider the following in determining the best way to reward your employees:
What does the individual value most e.g. financial or non financial reward or in turn public recognition versus a simple thank you?
The following examples, demonstrate different types of reward based on our values and stages of life for example:
* Employee A is currently undertaking further education, hence they may place more value on time off to enable them to study
* Employee B may value financial reward, as they have recently purchased their first home
* Employee C may value flexibility in the way they can work, due to family or caring commitments
* Employee D places value on being recognised by other team members for the great work they’ve accomplished
* Employee E does not like a fuss, however likes to be acknowledged by their manager when they have completed their work to a superior standard
Once you understand what your employees value, you are better equipped to determine the best way to reward your employees on a case by case basis.
For more information on reward and recognition please contact eva@nurturehrconsulting.com.au
by Nuture HR
What makes an effective structure?
Structuring your business is something we don’t always give enough time to, due to competing demands. However, successful business requires a structure that will facilitate your day to day operations.
Follow the tips below on organising the structure of your business:
1. Firstly consider the key functions you need to cover
2. Consider the functions you would like to cover or grow into over the next 1-2 years
3. Determine any gaps between your current functions and the functions you foresee
4. Identify the roles needed to support each of these key functions
5. Consider the talent you have within your business and which individuals are most suited to which position within each function
6. Now make the hard decisions about moving individuals to best meet your organisations needs!
by Nuture HR
Why is it that managing performance is so difficult?
For many of us, managing performance (both high and low) is a timely and often emotionally charged activity in our day to day working lives. It is because of this, that it is often placed towards the bottom of our to do list! The result:
• frustration that it remains on our to do list,
• feelings of loss of control of the situation,
• further decline in the performance of poor performers and
• for high performers whom are overlooked, it results in a disconnect from our business which can result in high performers seeking career opportunities elsewhere!
So how can you make it easier?
1. Establish the real issue that is concerning you; for example is it timeliness, the need to improve an individual’s capability across certain tasks or is it taking the time to thank a hard working employee and encourage them to take on more challenging tasks or roles?
2. Prepare for your conversation by briefly making notes on what it is you want to raise and remember stick to the facts. Now add in questions to ask the individual for their response, that way you can understand what is or isn’t driving the behaviour of the individual. Also understand your own emotions, to prevent your emotions from getting the better of you during the performance meeting!
3. Make a time to talk to the individual and stick to it no matter what, nothing sends a signal that the matter isn’t important than a meeting that needs to be rescheduled!
4. Rehearse the conversation and think of any questions or concerns the individual may raise, think about how you would like to tackle these so that you are prepared.
5. Have the conversation and remember to be confident, listen to what the individual has to say and document the key points. Set goals and timeframes for the goals to be achieved.
6.Determine a time to review progress made and to determine next steps.
For further information on managing performance please email eva@nurturehrconsulting.com.au
by Nuture HR
What makes an effective appraisal?
Over the years, performance appraisals have moved from a supportive developmental tool to a “tick the box we need to get this done” assessment! So how do we get back to the grassroots of an effective appraisal?
Appraisals may be conducted in many formats, based on my experience and supported by research, it’s usually best to keep it simple! Appraisals provide an opportunity for employers and employees to provide constructuve feedback regarding those areas an employee demonstrates strength in versus those areas where an employee may require further development. The appraisal should provide a positive opportunity to discuss these areas and develop a plan to build on their strengths whilst addressing their developmental areas that have been identified. To do this effectively it may be worth considering:
- explaining what the appraisal is for i.e. it is a development tool
- scheduling a date and time for the appraisal and sticking to this – if your employees development is to be viewed as important you need to make time for them!
- preparing in advance for the appraisal and consider the ups and downs during the appraisal period
- provide an opportunity for the employee to prepare also to obtain the maximum benefit from the time you have together
- be open to feedback
- note and address development areas and take notes
- work together to determine a plan to improve the development areas or gaps
- add realistic timeframes to the development plan and ensure both parties review the plan at the alloted timeframes
- provide a copy of the plan to the emloyee
Remember developmental gaps may be addressed by a variety of means, however the key to unlocking an individuals development is to determine how that individual learns best, this is known as an individual’s learning style. Some of us learn best by observing, others by reading, practising the task, listening to others talk about it or a combination of each of these. Typically, we often expect others to learn the way we do,unfortunately if that doesn’t fit an individual’s learning style they won’t learn and hence that creates a cycle of frustration both for the person trying to learn as it does for the person trying to convey the information. So being in “tune” to individual’s learning style is very important if we are to see an individual develop and address their gaps!
For more information on effective performance appraisals and the associated best practice tools contact eva@nurturehrconsulting.com.au
by Nuture HR
Social Media Policy and Reinstatment
A recent decision by the full bench of Fair Work Australia (FWA), highlights the consequence of not having all your ducks lined up when it comes to ending the employment relationship. In a recent decision by FWA, an employer terminated an employee due to the employee placing disparaging comments about a number of managers on his Facebook profile page. The company investigated the matter and determined that the comments made were offensive, derogatory and discriminating. The employee was subsequently terminated due to serious misconduct and the employee subsequently filed for unfair dismissal.
The matter was reviewed by FWA and FWA determined that due to the factors listed below, the employee was not guilty of serious misconduct, there was not a valid reason for the termination of his employment and the termination was harsh, unjust and unreasonable. FWA ordered that the employee be reinstated and that he be compensated for lost wages (in the form of his ordinary rate) from the time he was terminated until the time that he is reinstated minus any monies he had earned during that period and minus the money he was paid in lieu of his notice.
Resons provided by FWA for reinstatement and compensation
- the employees length of service & age
- his lack of understanding about social media and belief that his setting were on the maximum privacy settings
- the low probability of him coming into contact with the managers he had made comments about
- the employer’s lack of social media policy
- the lack of action against other employees regarding their derogatory comments about the managers on Facebook
- the employees regret of the situation
- the conduct occurred outside of the workplace
So what can we learn from this?
From the above case, it becomes apparent, that as an employer you need to consider all angles and if you are considering terminating an employee you must factor in how you have treated other such employees in similar or the same circumstances. It also highlights the need for organisations to have in place a current, easy to comprehend social media policy to prevent costly instances such as this from reoccuring in the future.
For more information on developing an effective social media policy please contact eva@nurturehrconsulting.com.au
