Bringing Value to Employee Reviews

Two men meeting

Are you gearing up for annual employee reviews?  And are you dreading it?  If you’ve answered “yes” to these questions, know you are not alone.  A 2018 WorldatWork survey shows 94% of companies conduct formal employee reviews annually – and a separate study suggests we hate them.  95% of managers surveyed are dissatisfied are with the process and nearly 90% of HR executives feel results are inaccurate.  A Gallup survey shows only 14% of employees feel performance reviews inspire them to improve.  So, if it’s so awful, should we just chuck the review process all together?  No.  Although there is frustration on all sides of the current traditional process, employees who have had a review in the past year are more engaged in their work than employees who haven’t.  Surprisingly, 82% of employees say they value receiving feedback (positive and negative) with 65% of employees wanting more feedback.  So rather than abandoning performance reviews entirely, here are the three ways to elevate your culture and your business by simply fixing what’s broken with our current approach to employee reviews.

1.  Increase the frequency.

Seems counterintuitive right?  Managers, HR professionals, and employees dread them, so do them MORE?  Much of what seems to be broken is that we are only talking about performance once per year.  A Gallup poll shows only 15% of employees working for a manager who does not meet with them regularly are engaged.  Consider this, what if you set an intention on January 1st to lose 15 pounds by December 31st?  Then, come the morning of December 31st you weigh yourself – for the first time since setting the intention nearly a year earlier and you instead gained five pounds.  How would you feel?  How would it have been different had you known in September that you were further away from your goal that in January?  You could’ve chosen to do something about it – but now that you waited the entire year, you’ve really painted yourself into a corner of disappointment.  Waiting to talk about employee performance is the same.  No one works their butts off only to have it all come crashing down when it’s too late.  Frequent, less formal reviews, often referred to as check-ins, allow employees some time for course correction and leaders the opportunity to evaluate employee goals and performance as needs of the business change.  Check-ins also allow for more trust to be established between employees and managers.  Social psychology identifies two types of trust, cognitive – trust based on what you know about someone, and affective – trust based on emotional connection and closeness.  It’s through frequent interaction with another that we develop affective trust in another – so long as both parties act in a trustworthy way of course.

2.  Care

Recently there has been a lot of talk, and some significant research on what makes a good boss.  Top traits include being a good coach, helping employees achieve their professional goals, and caring about employee success & well-being.  A Harvard study of 3,200 employees found employees describing their culture as caring, had higher levels of satisfaction and teamwork, less absenteeism, and better company performance.  What this means from an employee appraisal or check-in standpoint is – performance discussions should serve as a time to either support or recognize an employee depending on how that employee is doing.  Performance reviews – whether formal or informal – are not simply a time to report back performance data.  If an employee isn’t performing, work with the employee to identify why he/she is struggling – and how to fix it!  If an employee is performing above expectations, recognize the employee for a job well done.  Get to know about what is important to employees – what they love and dislike about their work.  Caring about employee success will not only make for more valuable reviews and check-ins but also make for a more open and honest relationship.  What managers did you have that cared about your happiness and success?  How did you choose to show up for them each day?  Our employees are no different.  Start each employee check-in by asking how they are doing.  Did they recently go on vacation?  Is his son graduating high school?  Did she get a new car?  Did she have a big sale?  Is it his busy time of year?  Start each check-in building rapport, reinforcing you care.  “I know you are wanting to spend every minute with your son before he heads off to college, so let’s talk about what you have on your plate and make sure we’re streamlining everything as much as possible to get you out early on Fridays.”  Empathizing with the employee and offering support to get work done in a way that benefits you both is highly effective.

3.  Collaborate on goals

The happiest and most valuable employees are the employees that understand how their work translates to company success.  They get it.  Without this understanding, an employee’s manager is no longer a manager but a babysitter or a person that barks orders.  But leaders are responsible for exposing employees to this mindset, by explaining company initiatives and describing how the employee’s work aligns to those initiatives.  For this reason, effective employee reviews happen when employees and managers collaborate on employee goals.  With a basic understanding of what the company aims to achieve for the month, quarter, year, or whatever timeframe, encourage employees to create their own goals for the period.  Aside from helping employees get more engaged in the business, there are also some psychological benefits.  Research shows that when we create our own goals, the emotional and strategic parts of the brain work together to plan for and envision the goal, turning our attention away from less productive thoughts and events that aren’t aligned to our goals.  When an employee then creates his or her own goal that a leader then reviews and/or tweaks, the employee is more emotionally and mentally committed to the goal that if we as leaders were to just prescribe them goals.  When we encourage employees to create specific challenging goals, studies show these difficult goals will actually lead to higher performance than easy goals (such as “do your best), or no goals at all.  Because mindset is critical to achieving any goal – regardless of it being personal or professional, this step is key to making a valuable performance discussion.

Like any interaction with employees, it’s more valuable to both parties when it’s an exchange, not one-way feedback.  Historically, performance appraisals were one-way discussions in which a manager advises each employee of how well or poorly he/she performed over the year.  Is it any wonder we all dread this process?  By implementing these three simple strategies in your performance management process, you solve for a healthier and more effective feedback loop in which leaders work with employees to achieve success.  More successful companies start with more successful people and feedback paves the way.

Does your performance management process need a boost?  Learn more about our tools from a Culture Engineer.

Are You a Good Boss? Two Studies Identify Traits of Top Managers

Worlds Best Boss

Two separate studies were conducted by Google and the Royal Bank of Canada to determine what traits make for a good boss versus average or even bad boss.  Here is what they discovered….

How many great bosses have you had in your career?  For me, two stand out.  One was with a job I hated, the other was with a job I loved.  One was male, the other female.  One was a lot like me, the other not like me at all….except maybe for our sense of humor.  One was stubborn and feared by some in the organization.  The other was the friendliest person you’ve ever met, quick to put others at ease.  So, how is it that I would find these two VERY DIFFERENT people equally great?  Had I changed over time?  There were about ten years between these two bosses after all.  I’ve worked with many great people but what made these two bosses great?  There is no shortage of research on leadership; however two of my favorite studies were performed by Google (2008, then updated in 2018) and Royal Bank of Canada (RBC, 2011-2013) in separate attempts to determine what makes manager good?

What does a good boss look like?

Do you know a good manager when you see one?  Based on the findings of both RBC and Google, not at first glance.  Both studies report good manager traits having little to do with what the manager does, but how and why they do it.  Micro-managing determined highly ineffective by both groups, suggesting a good manager’s day revolves more around strategy and developing or coaching employees; however nearly all other findings relate to how a good manager engages with employees.  Being genuine and showing an interest in both personal and professional well-being for employees rate high on both lists suggesting empathy for others and authenticity are essential in making employees feel valuable.  Today this should be no surprise.  In 2017, Surgeon General Vivek Murthy wrote about the impact loneliness is having on the workplace.  A person with a poor network of friends and family, lacking support needed to push through this epidemic of loneliness in most cases will still need to work, making work perhaps their only opportunity to feel connected.  If true, doesn’t it only make sense employees respond positively to managers that seem invested in the employee’s personal journey?  Look over the list provided here.  How many listed traits do your top managers possess?  More importantly, do you feel your under-performing managers can learn the traits and behaviors necessary to be more effective?  Can a manager learn to be empathetic and genuine?

Google & RBC findings side-by-side
* Trait was either updated or revised in 2018

Why it matters

Google’s parent company, Alphabet, employs more than 107,000 people worldwide.  The company owns more than 88% of search engine market share and is in the race to join the highly exclusive $1 trillion dollar list.  RBC employs 80,000 people, and with 1.28 trillion dollars in assets is the biggest bank in Canada and the 11th biggest bank in the world.  They look for ways to excel, commit to a solution, and go ALL IN.  Google and RBC’s choice to independently research their own management practices that were proving to be effective versus ineffective and build their teams and leaders on these principles is no accident.  This research, although beneficial to many, was not done for humanitarian reasons.  Good managers drive success.  In a study, employees working for a manager identified as average when changed to a manager identified as highly effective, increased productivity by 50%!  Good bosses also have lower employee turnover and themselves also stay with companies longer than bad managers.  It’s important to note, the 2008 Google study was only after Google surveyed their own engineers to determine whether managers were at all necessary within their organization.  It was perhaps this initial project that led them to realize that a good boss is highly valuable whereas a bad boss is actually worse than no boss at all.

I stay in touch with each of my former managers.  I trust that I can call either of them today and they will still take time out of their busy schedules to help me.  I don’t know what their relationships were like with my peers or other leaders within our former organizations although I suspect those relationships were positive.  It was perhaps a year ago that one of them reached out to me in need of a favor.  I stopped everything I was doing and immediately jumped at the chance to help my former boss and friend.  It was no different when I worked for these individuals.  I cared as much about their success as I did my own.  That’s the thing about a great boss – their fingerprints from pushing you forward, catching you when you fall….are EVERYWHERE in your life!  A great boss changes your life,  But because it’s authentic and they genuinely care and love their jobs, it happens so naturally and organically.  Only in hindsight do you look back and wonder….were they working for me or was I working for them?

Managing difficult employees – Can good employees have bad attitudes?

There are two reasons an employee fails to meet reasonable employer expectations – either they can’t or they won’t.  Falling short of expectations is often assessed through the lens of skill or will.  When the employee is trying but lacks the knowledge or experience needed to succeed in his/her role (skill issue), the solution is most commonly solved with training, coaching, better systems or access to resources, or sometimes mentoring.  Managing difficult employees, employees that are not trying however (will issue), is a much bigger challenge.

Behavioral issues are often misdiagnosed as skill/performance issues and therefore often go unresolved.   This is especially unfortunate as these behavioral issues can be incredibly damaging to a company’s culture and success.  Some of the most common workplace behavioral issues are:

  • Excessive absenteeism or tardiness (when not as part of an accommodation)
  • Insubordination
  • Gossip
  • Disruptive to others
  • Poor quality of work
  • Harassing behavior
  • Theft
  • Failure to meet KPIs
  • Emotional outbursts

There are two reasons behavioral issues are more difficult, 1) inexperienced leaders, and 2) employee actor-observer bias.

Experience Matters

Perhaps the hardest lesson learned in managing and leading people is that we all perceive, think about, and value things differently.  It’s easy to say, but when leading a team of conflicting personalities and priorities to achieve a common goal – the leadership can seem overwhelming.  Diagnosing why a person with the desire to succeed isn’t, is a tactical diagnosis.  An employee wants to get more sales, has a great attitude, works hard, and asks for help – it doesn’t take a lot of experience to recognize he needs training.  He’s putting the work in but needs help turning activity into sales.  What about the salesperson that isn’t “working hard”?  She previously hit her quota every month – but her sales have declined steadily over the last few months.  Is she calling out sick all the time?  Is she showing up late?  Leaving early?  When at work – is she working effectively or talking with co-workers and tending more to her social media accounts than customers.  Is she selling to fewer people, closing smaller deals, or both?  She has shown she can do the job, but somewhere along the line stopped.  Why?  This is a harder problem to solve because it requires insight, empathy, and a genuine desire to understand.  Generally, these are leadership qualities developed with experience.  It’s by managing and leading people that you develop the confidence and self-awareness needed to step outside of your own head willing to look at a situation from the perspective of another.  Good people make bad choices all of the time.  Many inexperienced managers assume the person “doesn’t care” or simply “has a bad attitude”.  A leader I worked with in the past would respond to managers complaints about an employee by asking the manager, “was the employee bad when you hired him or did you make him bad?”.  If you want employees to understand the “why” behind your company’s purpose, you need to understand their why as well.  Why do they choose to work hard?  Why do they sometimes choose not to?  You can discipline them, you can warn them, you can suspend them, but nothing serves as a solution to a behavioral problem unless you first understand the why behind it.  Why did they stop caring?  That’s the first step on the path to a solution.  Most employees can regain their love and passion to succeed in their role.  First though – we as leaders NEED to ask what caused it to be lost in the first place.

The actor-observer bias at work

The actor-observer bias is one of several attribution biases, concepts used in social psychology to describe irrational patterns in how we view our own behaviors and interpret behaviors of others.  The term refers to our tendency  to attribute our own behaviors to situational factors while attributing behaviors of others to internal factors.  Put simply, we see our behaviors as a reflection of a situation but perceive others behave a certain way because that’s who they are.  This bias causes behavioral problems to surface in two ways, 1) biased employees see their decisions and behaviors as the only option, rather than a choice, and 2) biased employees subscribe to the idea that only bad people do bad things.  Because someone doesn’t see himself as bad a person, he is incapable of doing bad things and as such, his behaviors are justified.  Think of an employee who is frequently late or absent.  Does she always have a reason?  Does she seem to feel you too should excuse her absence –as though she had no choice but to be late or miss the day?  A person harassing others, although clearly a more serious offense, often does not recognize himself as a harasser.  Because the person doing the harassing believes the person he is harassing either wants or deserves the unwanted attention, he typically feels his behavior is justified.  Ironically, the harasser is often the most offended by harassing behavior demonstrated by others, seeing other harassers as bad people rather than people engaging in harassing behavior (2 Reasons Your Harassment Training is Failing).  Research suggests this bias occurs less often with people we know well – most likely due to exposure.  We see ourselves, behaviors, and decisions as a reflection of situations and the more familiar we are with situations faced by others, the more we recognize that most of us are neither all good nor all bad.  Self-awareness allows us to see ourselves objectively, recognizing the impact our decisions have on others – and that every decision is a choice.  So, next time you’re forced to address an employee’s excessive absences or tardiness, ask him, “do you feel that everyone else that makes it in on time for work has it easy?  Do you feel they do not have extenuating circumstances that they must manage in order to get to work?”  This question can be a game changer in addressing similar behavioral issues.  With more serious behaviors like harassing others or insubordination, it’s important to focus on how the employee’s behavior impacts others – and how the behavior is not in line with the company’s values or culture.  When behavior issues are deliberate such as theft, fraud, or harassing behavior that’s hostile, manipulative, or calculated, it is very unlikely the leopard will change his spots.  There is always a chance that a person engaging in scheming and cunning behavior will change for the better; however, this is a decision she will make on her own.  No punishment, threat, or training will change the behavior and in many situations the person will only use warnings to behave poorly in a more conspicuous way.  It is up to each company and leader to find the right balance of forgiveness and accountability.  People will make mistakes and poor choices – to what extent you, as a leader, are willing to accept the harm those mistakes and poor choices brings to you, your company, and employees, is a choice you must make.

It would be great if we all just got it.  If we all saw our behaviors and decisions as choices and possessed the self-awareness to see how we impact others.  The reality is, we are flawed.  There is no such thing as a perfect person and therefore cannot be a perfect employee, or leader.  A successful workplace culture isn’t about perfection.  A successful culture is about a group of unique individuals coming together to achieve a common purpose.  So the key is establishing a common set of values and then communicating, upholding, and delivering on those values relentlessly – addressing when actions or behaviors deviate from what benefits the group, as a whole, or their collective purpose.  Strong and healthy workplaces have behavioral issues. They only differ from toxic workplaces in how leaders respond to those issues.  Address the behaviors harming your company’s culture today because it’s the only way you will ever achieve your purpose.

 

Watch our tutorial on how to address employee behavioral issues here.

Need help with getting employees engaged?  Contact a Culture Engineer!

Building an Inclusive Arizona: Sales

CO+HOOTS Foundation Executive Director Lisa Glenn Nobles and Culture Engineered Founder Teresa Marzolph discuss how we can build an inclusive Arizona ecosystem focusing specifically on diversity in the sales cycle. The first in our monthly series on Building an Inclusive Arizona, this conversation will focus on the need for diversity in the Arizona business ecosystem and help companies develop a common language and best practices around inclusive sales cycles.

WORKFORCE EVENT: ROI of Creating a Strong Company Culture

Most professionals agree, having a strong company culture is important.  Like most things in business however, only initiatives that produce results gain support (and investment).  Because strategies to develop, sustain, or improve a company’s culture like any other project requires time and money – the question is inevitable:  what is the ROI of culture?  On March 26th,  AZ Biz Link‘s workforce event hosts a discussion with a panel of experts on the topic of creating a culture that produces valuable results.

Moderator:

  • Kevin Black, Principal & Founder | Edge Challenges

Panelists:

  • James Murphy, President & CEO | Willmeng Construction
  • Julie Eklund, Director Human Resources | Kimley Horn
  • Michele Shuey, Global Director HR Business Partnerships & Employee Engagement | Nextiva
  • Teresa Marzolph, People Strategist & Founder | Culture Engineered
  • Gretchen Mastello, SVP Global People Operations | Axon

How Good Surveys Go Wrong. Choosing the Right Employee Survey for Your Business.

 

So, you want to know more about your employees.  Why not just run a simple employee survey, right?!  Unfortunately, this is the haphazard approach has been adopted by many companies and is why 78% of companies using employee surveys fails to see improvement.  Any survey produces data, but quality data comes when you use employee surveys strategically.  So, before asking your employees to take a survey, consider the problem you intend to solve using survey results.  Comparing five of the most popular types of employee surveys used today, which one best serves your company’s needs?

1.  Onboarding (New Hire) Survey

Purpose:  Onboarding surveys are designed to examine an employee’s experience from the time they apply for a position through the time the employee completes the “new hire” phase which is different for every company.  Often surveys are done at various integrals following their first day with the company such as weekly, or monthly.

Types of companies that can benefit from this survey:  Generally, companies are most interested in surveying their new hire process when they are scaling rapidly, seeing a significant drop in engagement amongst new hires, or new hires are turning over at a higher-than-normal rate.  By effectively using an onboarding survey, companies gain insight to what they are doing right and wrong when hiring and onboarding employees.

Tip:  A company will typically use survey results to answer the following, “are we hiring the wrong people OR are we hiring the right people yet failing to meet new hire expectations as their employer?”.  While more often than not, the answer is “both” – through analyzing survey data they can identify what side of the equation they are struggling with most, hiring or onboarding.

2.  360 Degree Survey

Purpose:  The 360-degree feedback survey is designed to solicit anonymous feedback regarding an employee’s performance from all levels within the company (supervisor, peer, and subordinate).

Types of companies that can benefit from this survey:  360-degree surveys are generally best suited for larger companies as launching and managing this type of survey is complex.  When conducted successfully, results from this survey can provide a holistic view of an employee’s performance.  360-degree surveys place an equal level of importance on lateral, subordinate and supervisor feedback whereas traditional reviews tend to view an employee’s performance with a top-down approach, taking only the supervisor’s perception into consideration.  Therefore, a company that places importance on working collaboratively at all levels within the organization will likely feel 360-degree surveys are of great value to their success.

Tip:  If you wish to launch a 360-degree survey, consider engaging an expert.  Feedback from 360-degree surveys has been criticized as unactionable and irrelevant to improving a company’s productivity.  Quality questions (proving to be valid and reliable), random sampling, and strategic coaching are key to using this tool effectively.

3.  Pulse Survey

Purpose:  The pulse survey is a simple and relatively short survey designed to get insight to the overall health of a company, often conducted more regularly than other surveys (so as to identify fluctuations in employee satisfaction or perceptions on aspects of the company).

Types of companies that can benefit from this survey:  Companies looking to gain quick and valuable insight into employee perceptions for the purpose of implementing strategic changes will benefit from this type of survey.  Because identifying trends is key to this process however, only those companies willing to share survey results with employees (to some extent), committed to addressing workplace issues (as identified in survey results), and conducting surveys on an ongoing basis should engage in this type of survey.

Tip:  Prior to announcing or launching a pulse survey in the workplace, leadership must determine their commitment to addressing workplace issued identified by the survey, how they will share the results with employees, and the frequency they will conduct pulse surveys.  While employee morale will typically improve immediately following a pulse survey’s launch, they just as quickly deteriorate (or even worsen) if the company fails to engage employees in the action plan following the survey.  Keep in mind, survey trends are more important than any one set of survey results when it comes to pulse surveys.

4.  Employee Engagement Survey

Purpose:  Employee engagement surveys are designed to assess the level of which employees understand and care about their work as it relates to the company’s success.

Types of companies that can benefit from this survey:  A trending concept since the 1990s, employee engagement is believed by many companies and scholars to be key to creating and sustaining a high-performing business.  Employee engagement is especially critical to companies with a relatively flat organizational structure, comprised of a large Millennial population, and/or are in highly competitive industries.

Tip:  Keep in mind that changing employee beliefs and notions about work is a very robust and complex process.  While a good employee survey will provide insight into an employee’s understanding of how his/her work matters to the overall company’s success, your plan to change the employee-company relationship needs to recognize the manner in which your company informs, supports, and recognizes employees of their importance.  It is fair to assume your employees had some ideas and expectations of work before coming to your company.  Since hiring them however, you’ve either perpetuated or defied these ideas – both of which have different pros and cons, depending on their preconceived notions.  You can have a mission statement, vision statement, values, handbook, policies and procedures, but all of these are just words on paper until you act on them which will ultimately dictate the level of which your employees feel engaged in their work.  Review each way you, as a company, interact with employees and look to make it as meaningful of interaction as possible.

5.  Exit Interview Survey

Purpose:  Perhaps one of the most commonly used and widely recognized surveys used in the workplace, exit interview surveys are used to identify company turnover trends – why people are leaving the company.

Types of companies that can benefit from this survey:  Because the cost of turnover is considered to be so expensive (a study estimates 1.5-2x an employee’s annual salary), it is recommended that most companies conduct exit interviews when an employee leaves the company (voluntarily).  Exit interviews are even more critical for companies in industries where there is a labor shortage (regionally such as teaching or nationally such as skilled trades or truck drivers), or when companies have a high turnover rate (for the company as a whole OR within one group such as department, tenure set, or demographic).  Understanding why people choose to leave your company will help you hire, train, develop, and ultimately retain better.  Conducting exit interviews is a company’s first step in the process.

Tip:  While use of exit interviews is a common practice, most companies fail to do this well one reason – a lack of discussion.  The number one response people give in an exit interview to the question (or some derivative of the question), “why did you choose to resign from the company is “more money”.  Realize however that is a reason to accept a new job, not leave a job – for the sake of your company’s needs .  Were they looking for a job?  What prompted them to look?  Or if they were not on the job hunt, and instead were actively recruited by the new company, why did they take or return the recruiter’s call?  In most cases, candidates are unaware what the new job pays until they interview.  If these questions don’t work and the person insists he/she was not actively looking for a new job, don’t hesitate to ask the hypothetical question – what if your company was willing to match their new compensation, would they stay?  This question can work magic.  This one question has allowed companies to retain some of their best employees for a fraction of what it costs to recruit, hire, and train a new employee.  If you are unable (or unwilling) to match their new offer, it still gives you amazing insight into the other reasons they wish to leave.  These are likely the reasons that played into their decision to leave your company.  The position offer more money merely presented a manner of carrying out their decision to leave.  Don’t be surprised though if these conversations take some by surprise.  Quality exit interviews can be uncomfortable for the resigning employee and the company representative.  Because of this a neutral party such as HR is generally the best person to conduct exit interviews, or engage a reputable third-party to perform exit interviews for the company.  With valuable data collected from interactive, dialog heavy exit interviews, you start to see employee departures as learning opportunities – a mindset common among the best employers.

Regardless of what survey you intend to use, keep in mind these three tips:

  • Don’t ask unless you plan to act. Asking an employee to share his/her opinion does two things – it engages them in the solution (holding them him/her accountable) and implies that you and/or the company value feedback as part of the continuous improvement process.  When you fail to act, employees will often feel betrayed or as their opinions are unimportant, causing them to underperform and in some cases even act out against the employer.  So, when you ask, make sure you’re asking with intentions to improve – not because it’s a “to-do” item on your list.
  • Who is asking is often equally as important to what you are asking. Many leaders fail to realize how fearful employees are in giving honest, open feedback to company leadership.  Unfortunately, retaliation is not as uncommon as we’d like in some workplaces.  So, if you are new to the surveying process or recognize employees may be uncomfortable sharing their feelings or insights with the company directly, engage a third party.  We all wish employees trusted us more, but trust is something that is earned.  Being sensitive to employee feelings by providing them an extra layer of anonymity is not only a great step in earning their trust, but also the only way to ensure that the data you collect is true and useful.  A censored survey only serves to inflate egos and ultimately serves no person or company for much else.
  • How you ask can make a difference. Are your employees comfortable taking an online survey, OR is it better to use a paper survey.  Do all employees have access to the same communication tools (ie Slack, email, intranet)?  By failing to recognize what level employees are comfortable with technology, you may inadvertently be censoring your survey results.  Have a communication plan for launching your survey – informing employees of when the survey is available, when it ends, how information will be used, where they can access/get their survey, whether or not the survey is anonymous, and information about the third-party administering the survey if you choose to engage a separate company.  You will need to remind people to participate.  Depending on the type of survey and reasoning behind the survey, you may even wish to partner with your marketing team to develop inspiring communications that will motivate employees to participate in the survey process.

Equipped with a purpose, relevant data, and the genuine intention to improve as an employer, surveys will be your key to shifting from a reactive, chaotic place of work, to a thoughtful, collaborative, proactive culture.  What survey is standing between you and a better workplace?

 

Want to learn more?  Click here to see what feedback solutions we offer!

Innovative People Event: Upward Projects Culture

People problems taking a toll on your business???😖

In this new monthly series, prominent leaders share their stories of overcoming today’s largest business challenges by making CULTURE a priority. This month we feature the culture of Upward Projects, the Phoenix-based restaurant group behind Postino, Joyride, Windsor, Churn, and Federal Pizza.

A team of primarily part-time employees earning a supplemental income in an industry many consider to be cut-throat and riddled with chaos, Upward Projects has proven culture is not just for high-tech startups and corporate America. A “people-first” company, Upward Projects has expanded to 13 locations in three states since their start in 2001, maintaining a 4.1 out of 5-star rating on Glassdoor (a rating higher than even Zappos, famed for “delivering happiness”).

How do they do it?  On August 23rd, Upward Projects Director of Recruiting, Jason Spencer, and Area Manager & Executive Team, AJ Jolley share the challenges and wins of building a community with a mission to make people feel good.  Join the discussion!  Lunch provided.

Agenda:

12:00pm – Lunch & Discussion
1:00pm – Networking

CLICK HERE TO REGISTER!!!

Culture Engineered Event – Innovative People: DoubleDutch

The Energy of a Team Coming Together

DoubleDutch brings the power of digital to some of the largest live events. Established in 2011 and headquartered in Silicon Valley, they took off on the startup tech rocketship of VC funding and fast growth. As is so often the case, the journey to profitability and category leadership proved to be an intense ride with towering peaks and deep valleys that might have made it hard for some companies to recover. But not DoubleDutch. How do you revolutionize an industry?  The DoubleDutch answer – create a workplace culture of curious, fearless people.  With a 3.9 out of 5-star rating on Glassdoor and a 92% approval rating of CEO and Founder, Lawrence Coburn (who by the way responds to every Glassdoor review, personally), they maintain their position as leaders within their space.

Want to know how they do it?  Join the discussion in Scottsdale, Arizona on April 18th!  We are proud to have DoubleDutch GM and recently promoted Global Director of Employee Engagement, Jackie Roberts share with us the innovative people practices of DoubleDutch.  Get your ticket here!

Feelings in the Workplace – An Insightful Tool or the New “F” Word?

Emotional employee

Crying, yelling, arguing, fighting.  Not ideal in any workplace.  So, when the Huffington Post asked Culture Engineered for tips to include in their article, Crying At Work Happens. Here’s How to Handle It, According To Experts, we stressed the importance of taking a broader approach to such events.  Excessive emotion in the workplace is often and indicator of larger, underlying issues.  Here are some things to consider when emotions erupt in your workplace.

What’s the frequency?

How often are employees overcome with emotion in your workplace?  Weekly?  Daily?  By the hour?  While emotions are a healthy part of the human experience, they are consuming and leave little time or energy for productivity.  Too frequent of outbursts can suggest a culture of enablement or a stressful underlying culture where emotions bubble up.  Such a workplace benefits from training on managing emotions or communication, shifting to proactive interactions and away from reactive.  On the other hand, companies without emotional displays are not necessarily best either.  Life is full of ups and downs.  Given the significant amount of time spent at work, odds are, emotions will sometimes get the best of us at the office.  Letting go in front of someone requires a certain level of vulnerability and trust.  These traits are found within most successful environments.  A workplace without emotion may indicate a lack of trust or an expectation of apathy and therefore may benefit from opportunities to interact outside of work.  Company picnics and office happy hours are a great start, but trust is built by leading with integrity and compassion.  Train and encourage managers to have meaningful conversations with employees over shying away from emotional employees.

Is there a trend?

Where are the breakdowns stemming from?  If a select few are displaying signs of duress repeatedly, its less likely a company-wide culture issue.  Review the surrounding factors of each event, identifying trends.  Are the same people involved with each episode?  Are outbursts more prominent in one department or role?  Unfortunately, we often fail to talk about the string of events leading up to an emotional moment instead, focusing on the straw that broke the camel’s back.  If an employee breaks down because she was warned about coming in late that morning, there is likely more to the story.  Is there a history between the employee and manager?  Has the employee struggled to get to work on time in the past?  Why? These discussions are extremely valuable, helping employees to develop skills needed to succeed as well as uncovering organizational challenges within the company that may be temporarily are prohibiting it from greatness.

Employee behaviors can be signs of potential larger, developing issues within a workplace.  Companies willing to assess their workplace from this perspective can expect to have a more honest, committed, and successful workplace as result.  It’s not always a fun process, but when done right, companies benefit, greatly.

Your company culture – an asset or barrier?  We’re here to help.  Contact a Culture Engineer today by clicking here.

Culture Engineered Launches a New Tool for Schools!

Frustrated teacher

Today, Culture Engineered officially launches a survey focused on assessing the employee experience for educators as it relates to school performance.  The process began in fall of 2017 when a staggering number of requests were received from schools around the US in an effort to improve their workplace.  Not a surprise to many as the national teacher shortage has in recent years moved from a fear to reality.  The shortage especially taking a toll on schools in Arizona, 866 teachers reportedly having abandoned or resigned from their role within the first four months of the 2017-18 school year1.  Culture Engineered is headquartered in Phoenix, Arizona.

Education continues to remain in the spotlight for the state as Arizona Governor Doug Ducey recently announced his plan to restore $400 million to schools in fiscal year 2019, including $34 million for the second year of the teacher salary increase.2  A much needed salary increase as seen by most given the 2016 Bureau of Labor Statistics (BLS) survey ranked Arizona median pay for teachers 45th in the nation.3   A good start, but is it enough?  To be clear here, the “it” being money.  Can we expect an increase in pay to improve classroom interactions?  Will better pay make schools a better workplace?  While a raise definitely won’t make schools any worse, our 2017 research suggests that teacher pay does not necessarily guarantee a better performance or more success.  Of the ten attributes of the employee experience, educators appear to have a very unique expectation of the workplace.  Equipped with data and tools, Culture Engineered again applies the theory that happy employees produce superior results and looks to roll-out this process, starting with select Arizona schools in preparation for the 2018-19 school year.  Additional “school” survey modules are expected to launch late 2018 for other valuable roles within education including school Support Professionals.

Think your school could benefit from our data-driven approach?  Complete the school inquiry form by clicking here OR call us, 855.444.2404.

Wish to nominate an Arizona school to participate?  Click here.