Coach employees to provide excellent customer service

Good customer service is a cornerstone of successful businesses.
So, it makes sense that every

business leader wants their employees to deliver the best customer service possible. Are your
employees already providing excellent customer service to your customers? Or, are there areas
where they need a little polishing?
Regardless of your exact circumstances, there are always opportunities for improvement. Giving
your workforce the tools, resources and inspiration to deliver exceptional customer service is a
sure-fire strategy to help keep your clients happy and loyal.
What can you do to coach employees to provide the kind of service that wows clients? Here are
eight tips to guide you.
1. Hire problem-solvers
Good customer service is essentially good problem-solving. If you want to deliver good
customer service, you need to hire people who are interested in helping others and who enjoy
solving problems.
Make sure your job description and interview questions focus on characteristics associated with
good customer service and critical thinking. Look for candidates who communicate and listen
well, who manage their time well, and who demonstrate empathy, attentiveness and patience.
They should also have the ability and interest needed to learn about your product or service.
Your company may be able to dramatically improve its customer service ratings simply by hiring
with these skills in mind.
2. Empower employees to solve problems on their own

Hiring problem-solvers does you no good if you don’t empower them to actually solve the
problems that come their way.
Every company has rules, but beware of creating such a rigid structure that your employees can’t
deliver good service. Whenever possible, give your customer service representatives (CSR) the
leeway to solve a customer’s problem within guidelines you’ve created. Empower them with the
authority and flexibility to find creative or alternative solutions to issues when they arise, without
having to get your sign-off on every little thing.
For example, if the company makes a mistake on a long-time customer’s order, give frontline
employees the freedom to offer a one-time incentive to make it up to them. It could be as simple
as free shipping or a 10-percent discount on their next order. You could cap any incentives at a
certain dollar amount, say $15-20, and let your staff know that anything over that figure will
require your approval. Something like this can go a long way toward keeping customers happy,
without adding to your load or crippling your budget.
3. Encourage active listening

Listening is perhaps the number-one skill necessary to deliver good customer service. Teach
your employees to listen well by reminding them to let their customers finish their sentences
before responding. Everyone wants to feel like someone genuinely cares about their problem and
is there to help them.
Another tip: Have employees repeat back to their customer what they heard when discussing a
problem. This allows the customer to clarify what is being discussed and helps them feel heard.
Listening, especially when it’s something you don’t want to hear, can be hard work. This is even
more true when dealing with disgruntled customers. But the rewards for listening well are
immeasurable when it comes to keeping customers happy.
Coach employees to understand that, through active listening, they have a unique opportunity to
turn unpleasant situations into positive ones – for the customer, your company and their own
sense of satisfaction.
4. Invest in training and development

Young employees and those new to customer service may need some training to get up to speed
on the basics of their jobs. For more seasoned employees, it’s still a good idea to offer
opportunities for continuing education and development.
Training on topics such as phone etiquette and how to deal with difficult people can prove
especially beneficial for CSRs and other frontline employees. If your company doesn’t have the
budget to bring in a trainer, or you don’t have the time to do it yourself, you can harness a wealth
of affordable online training courses.
Another cost-effective strategy is to find relevant articles online and share them with employees.
At your next staff meeting, discuss one or two points from the article and how your team might
incorporate new ideas. Get some additional leverage from your staff meetings by asking each
employee to bring their biggest or most unusual customer service challenge. Then, discuss these
challenges and look for ways client issues can be resolved more quickly, more creatively or more
effectively.
Taking the knowledge-share concept a step further, you can also tap into the expertise of more
experienced staff members and provide monthly lunch-and-learns where employees take turns
presenting. Such shared learning helps the whole team become more adept at problem-solving
and increases everyone’s knowledge of how to help their customers.
5. Support wide-ranging company knowledge

A good CSR is informed about their product line and the company’s services. But a great CSR
knows their company inside and out.
Often, the best way to solve a customer’s complaint is simply knowing who and what to ask
when a problem crops up. This begins with a thorough onboarding process and continues
throughout a worker’s time with your company.
Inspire employees to develop a deep understanding of where your company has been and where
it’s going. Keep them informed about what’s happening throughout the company by introducing
them to people and initiatives in other departments. Cross-functional teaming can be a great
tactic for encouraging this type of broad company knowledge.
To motivate ongoing learning about the company, you can schedule tours of other areas within
the organization. Or, ask another department to present their work at your next staff meeting or
lunch-and-learn. Interdepartmental interaction helps employees learn how different parts of the
company operate, and how they fit into the whole.
6. Talk to your employees

Managers often fall into the trap of thinking, “My team knows I’m here if they need me. Isn’t
that enough?” The answer is no, it’s not.
Your employees need to have enough of a relationship with you to feel comfortable bringing
forward problems, asking questions or making suggestions for improvement. And, every
relationship requires conversation. It doesn’t have to be in-depth, daily dialogue, but it does need
to be frequent and substantive enough to build rapport.
Depending on your company, that may warrant:
 weekly, 15-minute meetings with individuals

 weekly, one-hour group meetings
 daily stop-ins for a quick “What’s up?”
 a combination of all three
Yes, it’s time-consuming, but it’s still the best way to ensure you’re all focused on excellent
customer service.
7. Model patience and empathy

Unfortunately, there will be times when your employees can’t give customers exactly what they
want. However, that doesn’t mean they have to say no without first looking for a compromise of
some sort.
Help your employees learn to practice patience and empathy. Teach them phrases such as, “Let
me ask my manager about this and see if there’s something we can do.” Even if it’s just a few
minutes of conversation, taking the time with a customer to establish some rapport can make it
more palatable for the customer if their request ultimately can’t be fulfilled.
But, there’s a catch: In order for empathy to be effective, it must be genuine. So, it’s important
for you to model the appropriate behavior in your dealings with your employees (i.e., show them
the same level of patience and empathy you expect them to show customers). It’s also critical
that you place the right employees in customer service roles. Not all personalities are suited to
customer interaction.
8. Make customer service everybody’s job

Remind your employees that everyone contributes to the overall customer experience, even the
most backstage worker who seemingly interacts with no one. They’re still doing something that
impacts the customer, whether it’s preparing orders for shipment, servicing the phone
conferencing system CSRs use, or something else.
Show your workers who aren’t on the front lines that what they do helps shape customer service
and that you appreciate them. You can acknowledge their contributions publicly at staff meetings
or personally with a handwritten thank-you note – or even an in-person pat on the back. However
formal or informal, the idea is simply to help them understand that their role matters.
Nothing prompts the recurrence of desired behaviors like encouragement and appreciation.
Un serviciu bun pentru clienți este piatra de temelie a afacerilor de succes. Deci, este logic că
fiecare lider de afaceri dorește ca angajații săi să ofere cel mai bun serviciu posibil pentru clienți.
Angajații dvs. oferă deja servicii excelente pentru clienți clienților dvs.? Sau, există zone în care
au nevoie de puțină lustruire?
Indiferent de circumstanțele dvs. exacte, există întotdeauna oportunități de îmbunătățire. Oferirea

forței de muncă instrumentele, resursele și inspirația pentru a oferi servicii excepționale pentru
clienți este o strategie sigură pentru a vă menține clienții fericiți și loiali.
Ce puteți face pentru a instrui angajații pentru a oferi tipul de serviciu care îi surprinde pe
clienți? Iată opt sfaturi pentru a vă ghida.
1. Angajați rezolvatori de probleme
Un serviciu bun pentru clienți este în esență o soluție bună de rezolvare a problemelor. Dacă
doriți să oferiți un serviciu bun pentru clienți, trebuie să angajați oameni care sunt interesați să-i
ajute pe ceilalți și cărora le place să rezolve probleme.
Asigurați-vă că descrierea postului și întrebările interviului se concentrează pe caracteristicile

asociate cu un bun serviciu pentru clienți și o gândire critică. Căutați candidați care comunică și
ascultă bine, care își gestionează bine timpul și care demonstrează empatie, atenție și răbdare. De
asemenea, ar trebui să aibă capacitatea și interesul necesare pentru a afla despre produsul sau
serviciul dvs.
Compania dvs. poate fi capabilă să-și îmbunătățească dramatic ratingurile de servicii pentru
clienți prin simpla angajare având în vedere aceste competențe.
2. Împuterniciți angajații să rezolve singuri problemele
Angajarea de rezolvări de probleme nu vă ajută dacă nu îi împuterniciți să rezolve efectiv

problemele care le apar.
Fiecare companie are reguli, dar ai grijă să creezi o structură atât de rigidă încât angajații tăi să
nu poată oferi servicii bune. Ori de câte ori este posibil, acordați reprezentanților dvs. de servicii
pentru clienți (CSR) libertatea de a rezolva problema unui client în conformitate cu liniile
directoare pe care le-ați creat. Împuterniciți-i cu autoritatea și flexibilitatea de a găsi soluții
creative sau alternative la probleme atunci când apar, fără a fi nevoie să vă conectați la fiecare
lucru mic.
De exemplu, dacă compania face o greșeală cu privire la comanda unui client de lungă durată,
oferiți angajaților din prima linie libertatea de a oferi un stimulent unic pentru a face față
acestora. Ar putea fi la fel de simplu ca transportul gratuit sau o reducere de 10% la următoarea
comandă. Ați putea limita orice stimulente la o anumită sumă de dolari, să zicem 15-20 USD, și
să anunțați personalul că orice lucru peste cifra respectivă va necesita aprobarea dvs. Ceva de
genul acesta poate parcurge un drum lung în direcția menținerii clienților fericiți, fără a adăuga la
încărcarea dvs. sau a vă diminua bugetul.
3. Încurajează ascultarea activă
Ascultarea este probabil abilitatea numărul unu necesară pentru a oferi un bun serviciu clienților.
Învățați-i angajații să asculte bine amintindu-le să-și lase clienții să-și termine frazele înainte de a
răspunde. Toată lumea vrea să se simtă ca și când cineva se preocupă cu adevărat de problema
lor și este acolo pentru a-i ajuta.
Un alt sfat: solicitați angajaților să repete clientului ceea ce au auzit atunci când discutau despre
o problemă. Acest lucru permite clientului să clarifice ceea ce se discută și îl ajută să se simtă
auzit.
Ascultarea, mai ales când este ceva ce nu vrei să auzi, poate fi o muncă grea. Acest lucru este și
mai adevărat atunci când avem de-a face cu clienți nemulțumiți. Dar recompensele pentru
ascultarea bună sunt incomensurabile atunci când vine vorba de a-i menține pe clienți fericiți.
Antrenează angajații să înțeleagă că, prin ascultarea activă, au o ocazie unică de a transforma
situațiile neplăcute în situații pozitive - pentru client, compania ta și propriul sentiment de
satisfacție.
4. Investiți în formare și dezvoltare

Tinerii angajați și cei noi în serviciul clienți ar putea avea nevoie de o anumită pregătire pentru a
se pune la curent cu noțiunile de bază ale locurilor de muncă. Pentru angajații mai experimentați,
este încă o idee bună să oferiți oportunități de educație și dezvoltare continuă.
Instruirea pe subiecte precum eticheta telefonului și modul de a face față persoanelor dificile se
poate dovedi deosebit de benefică pentru CSR-uri și alți angajați din prima linie. Dacă compania
dvs. nu are bugetul pentru a aduce un trainer sau nu aveți timp să o faceți singur, puteți profita de
o multitudine de cursuri de formare online accesibile.
O altă strategie rentabilă este de a găsi articole relevante online și de a le împărtăși angajaților.
La următoarea întâlnire a personalului, discutați unul sau două puncte din articol și modul în care
echipa dvs. ar putea încorpora idei noi. Obțineți o pârghie suplimentară de la ședințele dvs. de
personal, cerând fiecărui angajat să-și aducă cea mai mare sau mai neobișnuită provocare de
serviciu pentru clienți. Apoi, discutați aceste provocări și căutați modalități în care problemele
clienților pot fi rezolvate mai rapid, mai creativ sau mai eficient.
Luând conceptul de partajare a cunoștințelor cu un pas mai departe, puteți, de asemenea, să

profitați de expertiza membrilor personalului cu mai multă experiență și să oferiți prânz lunar și
să învățați în care angajații se prezintă pe rând. O astfel de învățare comună ajută întreaga echipă
să devină mai pricepută în rezolvarea problemelor și crește cunoștințele tuturor despre cum să-și
ajute clienții.
5. Sprijiniți cunoștințele companiei pe scară largă
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by Jennise Chaffold | Performance Consultant Houston, Texas

Training and performance
4 Comments
How to coach employees who don’t think they

need help
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Do you have an employee who’s hard to reach? Someone who’s disengaged or unwilling to
accept help or learn something new?
While you might think it’s a lost cause, it could be an opportunity for you.
A lot of time, we think the fault lies with the employee, and it might. But it’s likely there have
been several missed opportunities along the way for you to develop a road map for growth for
that employee.
3 reasons your employees are stonewalling
Getting to the bottom of why an employee resists change, training or engagement isn’t easy – but
it’s worth your time and effort and will help you become an extraordinary leader. Some factors
that affect an employees’ inflexibility include:
A lack of motivation – This could be anything from not knowing how their job fits the bigger
picture of company goals to receiving negative – or no – feedback. Remember, not everyone is
motivated by the same things.
A lack of knowledge – Employees may not understand what they’re supposed to do. They may
lack the skills to do the job and don’t want to admit it. There could be a fear of failure attached to
this. In addition, it could be a matter of pride: “I don’t know what to do, but I’m too proud to
ask.”
A lack of trust – Employees could have a history of having the rug pulled out from under them,
a lack of support from a supervisor or teammate or a lack of faith in the decisions being made.
Maybe your new employee came from a workplace with a horrible company culture or was just
laid off.
3 motive pentru care angajații tăi sunt în siguranță
A ajunge la partea de jos a motivului pentru care un angajat rezistă schimbării, instruirea sau
angajamentul nu este ușor - dar merită timpul și efortul dvs. și vă va ajuta să deveniți un lider
extraordinar. Unii factori care afectează inflexibilitatea angajaților includ:
O lipsă de motivație - Aceasta ar putea fi orice, de la faptul că nu știu cum se potrivește meseria
lor cu imaginea mai generală a obiectivelor companiei până la primirea de feedback negativ - sau
lipsă -. Nu uitați, nu toată lumea este motivată de aceleași lucruri.
Lipsa cunoștințelor - este posibil ca angajații să nu înțeleagă ce ar trebui să facă. Este posibil să
le lipsească abilitățile pentru a face treaba și nu vor să recunoască. Ar putea fi o teamă de eșec
atașat la acest lucru. În plus, ar putea fi o chestiune de mândrie: „Nu știu ce să fac, dar sunt prea
mândru să întreb”.
O lipsă de încredere - Angajații ar putea avea o istorie de a avea covorul scos de sub ei, o lipsă de
sprijin din partea unui supraveghetor sau a unui coechipier sau o lipsă de credință în deciziile
luate. Poate că noul dvs. angajat a venit de la un loc de muncă cu o cultură oribilă a companiei
sau a fost pur și simplu disponibilizat.
Overcoming barriers
To overcome these barriers, your employees need to know you care about them. It doesn’t have
to be on a personal level, but as a leader.
Can you honestly tell your employees that you are committed to their success?
As a leader, one of your greatest achievements in the organization is to develop your people –
so everyone can be successful. But, how do you reach the unreachable? It may sound simple, but
it starts with trust.
Lay a foundation of trust
Transparency with your employees is the quickest way to develop trust. While you may not be
able to share everything going on at the leadership level, communicating with your team is the
cornerstone of establishing a trust relationship.
Remember that leaders aren’t invincible. As a leader, you probably have many of the same
concerns and fears as your team. Talk to them about strengths and weaknesses, and how you can
help each other work on those.
If it seems to employees that there’s a hidden agenda and you’re not being honest, it’s going to
be difficult to coach them.
For example, if your company is going through a tough time, be honest about it. Let’s say you’ve
had a rotten year, and you’re coming up on the fourth quarter. You and your team must knock it
out of the park, or there may be “consequences” at the first of the year. You don’t have to say
that there will be layoffs if your team doesn’t meet its goals. But, you can tell the truth about
being behind, that you have a plan for fixing it and how they play a part in turning things around.
That leads us to our next tip…
Share company goals
All of your employees should know what they’re working toward – what are the company’s
mission and goals? Teams and individuals within the company also should have their own goals.
Let your employees know how their talents contribute to those goals and why they’re important
to the team. Tell them, “I am in this with you; I care about your success.”
For example, you have a medical billing and coding department that isn’t submitting claims in a
timely manner. Down the line, this will result in a delay in receiving payments. Telling your
employees how their delays result in a financial burden for the company shows them how their
work plays into the company’s goals. The conversation might begin like this:
“I don’t know if you all realize how important our role is in the company’s ultimate success. If
we don’t do our jobs efficiently, it can result in the company not getting paid by its customers on
time.”
Your employees should be able to answer the question, “How does what I do relate to the global
perspective of the company?”
Remember: You are only as successful as your team.
Determine motivation
Sit down and have individual conversations with your employees to find out what really
motivates them. If it’s not incentives or a higher pay grade – and that’s all you’re offering – then
you might be chasing your tail.
People find passion and inspiration in different places. You can’t expect the things that motivate
one employee to work for another.
You might have one person who gets energized by seeing an idea come to light, while another
finds bliss in the process, and yet another wants to hear words of praise for a job well done.
Let’s say you have an employee who is motivated by positive outcomes. But you take the
successes for granted and only talk to that employee when something needs to be addressed –
something negative. Eventually, they won’t want to engage with you because they know it’s only
going to be a negative conversation.
Some questions that you might ask an unmotivated employee to find out why they’re stuck:
 Do you need more information about your role?

 Do you need continuing education or further training?
 Are there any resources (equipment, tools, etc.) that I need to get for you?
 Why do you think you’re stalling out?
Take Weight Watchers as an example for how you might motivate an employee. Members meet
weekly and check in with their counselor. They stick to a program and return each week,
anticipating that they’ve improved. There are counselors to coach them along the way with
motivation, incentives and performance indicators.
You can do the same thing in the workplace.
Coach and cultivate the relationship
So, you’ve built trust, you’ve shared the company’s goals and you’ve told them how their jobs
play a role in the bigger picture.
Now, it’s time to keep the ball rolling through coaching and continuing to build relationships.
Coaching can sometimes be painful, awkward or scary – especially if employees have a lot of
pride. They can feel exposed and vulnerable when you discuss strengths and weaknesses.
So, for these employees who are feeling unsure, it’s important for you to stay close and
consistently refer back to their goals and objectives. Goals aren’t something you write down and
forget until performance review time in a year.
Those goals are their anthem. It’s important to discuss them regularly – perhaps biweekly or
monthly – and determine what’s working and what’s not. And, don’t forget to find a way
to acknowledge their accomplishments, according to what motivates them.
If you’ve done your job, employees should never be surprised by the results of an annual review
because you should’ve been going over their performance goals all along the way.
In a nutshell
It all boils down to first building a relationship with your employees. You can’t start off by
saying, “You need to be coached; I’m here to coach you.”
It’s something that takes time and development – and starts with trust and transparency. Ask
questions, understand what motivates them and set clear objectives to get the ball rolling. What
they really want to know is: Why is this important for me?
More about coaching employees
If you’re looking for some helpful tips on how to get the most out of your most valuable asset –
your employees – check out How to Develop a Top-notch Workforce That Will Accelerate Your
Business.
How to develop a top-notch workforce that will accelerate your business
Download your free e-book
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by Insperity Staff | Human Resource Advisor Houston, Texas

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5 tips for coaching and developing employees

through failure
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How do you coach and develop employees in the workplace to help turn their failures into
successes?
It’s not like you can flip a switch and transform a worker from “poor performer” to “standout
employee.” If you could, someone would already have packaged and sold it, and every CEO in
the country would be buying it.
When mistakes happen – and they inevitably will – you can try your most inspirational pep talk,
hoping you’ll leave your employees in grateful awe, happy they work for you and ready to reach
for the stars.
But let’s face it – that probably won’t work, either.
There are, however, ways to motivate and inspire your employees when they mess up – without
killing their confidence or stealing their motivation. It’s not a quick fix, but it is a skill all
managers should develop, and it starts with an inward look at your own preconceptions around
failure and success.
The five tips below offer suggestions, as well as questions you should ask yourself, to help both
your business’s leaders and employees learn from failure. Your answers can help shape how you
coach employees through mistakes.
1. Learn why your employees fail

Do your poor-performing employees have all the information and tools needed to perform their
job as expected? Are your employees a good fit for the jobs they’re performing? Are your
employees afraid to succeed?
Take time to figure out why your employee is failing, and then determine the best approach to
coaching them.
Employees need to understand what their job duties entail and what your expectations of them
are. Consider pairing new employees with peer mentors to help them become comfortable with
their job and your company. If they don’t possess all of the skills required to do the job
effectively, provide them with the training they need to become successful.
Yes, that’s right. Do whatever it takes to set them up for success.
Talk to your employees. Listen to the feedback they provide. Are they happy? Are they doing the
job they want to do? You may not be able to change their job duties, but you can look for
opportunities for them to try doing things differently or take on more (and new) responsibilities.
Encourage them to grow in their current job so they’re ready when opportunities to advance
arise.
Success can be more daunting than failure to some people. They think they don’t deserve to be
successful, that it will lead to risks or disappointments, or that peers will no longer like them and
be jealous of their success. They may sabotage their own success.
If you have an employee who is afraid of succeeding in their role, help them to face that fear and
remove any barriers holding them back – like procrastination, lack of follow-through or simply
not doing the job at all. Help them visualize how success will look and the positive outcome they
can expect.
2. Analyze mistakes, but don’t get bogged down in analysis

Is a single employee, or the entire team, making the same mistake – and how frequently? Is the
mistake because of inattention or lack of training? Are your employees facing situations new to
your company?
If the team, not just an individual, makes the same mistakes, think about how often the mistake is
made? Pay attention to any patterns you see. For example, is the mistake happening early in the
process each time?
It may be that your employees don’t have clear direction on what or how to accomplish a task, or
maybe they don’t understand the objective and how it affects the company.
A new employee, for example, may not understand how an incomplete form affects the process
down the line. For example, if sections two and four of a form are incomplete, then finance and
payroll are unable to properly track hours worked, which will impact both the employee’s
paycheck and his or her PTO accumulation. This is why the employee needs a solid
understanding of why completing all sections of a form are so important.
Explain the process and why incomplete data creates problems for other employees. Encourage
them to ask questions when they lack the necessary information to perform their jobs to
expectations, and offer them help if they need it.
Keep your focus and your coaching on getting the job done, not over-analyzing the situation .
Remain positive and offer your employee encouragement, such as, “This is complicated, and it
takes everyone a few weeks to get it down, so don’t beat yourself up about it. Before long, you’ll
breeze through this like you’ve always been doing it.”
3. Consider making changes if failures happen frequently
Is the process too complex for even the most capable employee? Is the process flawed, outdated
or incomplete? Do any of your employees need additional training?
Don’t assume you understand what the problem is and that you have the answer. Curb your
desire to be critical or controlling – you’ve been new to jobs yourself and should understand the
frustration of failing.
Most people don’t want to fail, but they may be unsure of how to succeed. Think back to how
your manager or a peer helped you resolve similar situations. Who helped you learn the ropes,
and how did positive coaching motivate you to do a better job?
Ask employees why tasks or projects are falling victim to failure, and consult the team to find
out if they have suggestions for improvement. They’ll take more ownership for both failure and
success if they know you’re receptive to their feedback and solutions.
How you approach mistakes sets the tone for your team. Everyone makes mistakes, and you
want employees to feel safe when the inevitable happens. Nobody does their best work when
they fear their head will be on the chopping block if they’re less than perfect.
Be clear that everyone has the opportunity to improve.
4. Examine your expectations and adjust any need for

perfection
Do you feel pressure to push for 100-percent perfection from your team? Do you consider it
failure if things go less than perfectly? What are the consequences to the business if your
employees fall short of perfection?
If you’re a perfectionist, take heed. Most people learn by experience, and no amount of coaching
is going to change that – so you need to let experiential learners make minor mistakes.
Obviously, there are instances where nothing short of perfection is acceptable. A surgeon
operating on the wrong knee or a nurse dispensing the incorrect dosage of medicine can have
grave consequences.
But if you’re in an office setting, no one’s life is in jeopardy, and it’s unlikely that the world will
stop spinning if an email doesn’t go out or isn’t answered by the end of the day.
Allowing your employees the leeway to fail in minor ways and not be censored for it conveys
that you trust them, knowing they’ll get things right most of the time in spite of an occasional
slip-up. In turn, you’ll earn trust from your employees as well.
This isn’t a laissez faire attitude or not caring about the quality of the work, but an
acknowledgement that things are never going to be 100-percent perfect, no matter what.
5. Celebrate, encourage and learn from failure

Do you openly acknowledge confidence in your team to get things right? Do you give “attaboys”
when employees take risks, regardless of the outcome? Do you remain positive when mistakes
happen?
Mistakes can be good things and often lead to innovation, business growth and new knowledge
for your company. Let your team know you appreciate their innovative approaches. Discuss what
everyone has learned from a mistake and how it will help improve performance.
Most of the time, employees try to do their best. Show appreciation for well-intentioned action,
and be positive about mistakes. Focus on strengths, not weaknesses.
Above all, make sure your team learns how to take responsibility for their mistakes, their
successes and the mundane tasks of everyday work life.
To read more about motivating your employees and helping them see the positive side of failure,
download the free e-book, How to develop a top-notch workforce that will accelerate your
business.
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by Lisa Holley | Manager, Corporate Learning & Development Houston, Texas
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How to create a continuous learning culture in

your workplace
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Part of having a great overall workplace culture is instituting a continuous learning culture.
After all, learning isn’t a one-time event. You don’t earn a degree or a certification, or complete
a course, and then you magically know everything and you’re done learning forever.
In reality, there’s always something new to learn and trends to keep up with. That’s because
markets, industries and companies are dynamic in nature.
 The economy undergoes cycles.

 Companies innovate new strategies, products and services.
 Customer preferences evolve, along with the social and political landscape.
 New technologies are introduced.
 New laws are passed, or current laws are modified.
 Education, training, and certification requirements change.
 Companies scale up and down in size, expand into new markets and merge with other
organizations. In response, individual job responsibilities can broaden or narrow in scope,
or shift entirely.
Of course, people don’t remain static either.
 Personal goals evolve.

 As employees desire to move up the organizational ladder or switch to new roles, they
need to expand their skill set.
In fact, in some careers, professionals are required by law to continue their education (for
instance, many medical professions).
Legal requirements aside, you want your people to have a professional growth and development
mindset in which they take the initiative, continually want to improve and are able to adapt well
to change.
A learning culture is not about getting everyone on your team up to speed and helping them
attain a certain minimum level of proficiency. Employees should already have the basic
knowledge and skills they need for their job when they’re hired and trained in their current role.
Instead, it’s about stretching beyond current capabilities and always seeking to do better in light
of new information, more experience and changed circumstances.
The risk of not continually learning

It’s easy to get focused on day-to-day tasks and just getting the job done. One of the most
common refrains is “I’m so busy.”
Many people are also often resistant to change. They think the way they do things works just
fine, so why step out of their comfort zone and rock the boat?
But what happens if you let a learning culture fall by the wayside?
Your company can:
 Become stagnant and complacent

 Fail to keep up with what competitors are doing
 Not align with customer expectations
 Fall out of compliance (in some cases, such as certifications)
When these things happen, your company can become irrelevant to the marketplace. As a result,
you can lose out on business opportunities, shrink your market share, and suffer diminished
revenue.
When employees witness this, they can become discouraged and disengaged. This is especially
true for employees who would otherwise be enthusiastic about learning and improving.
When employees become so disillusioned that they leave, it’s a significant cost to replace them.
Enabling a learning culture to flourish

Here’s what you need within your organization to create a learning culture:
1. A clearly expressed commitment to learning and self-improvement
This should not only be an expectation for all employees, but part of your organization’s DNA.
Examples of how to demonstrate this commitment to employees:
 Include it among your core company values.

 Describe your expectations and employee responsibilities for meeting them in a separate
training and continuing education policy, or as part of a promotion policy, within your
employee handbook.
 Explain, in each written job description, the essential knowledge and skills that you
expect employees to further develop, along with any relevant certifications that must be
maintained.
 Periodically check in with employees about their career development goals. Work with
each employee to create an individual plan.
 Integrate this conversation into employee reviews.
2. A platform for collecting learning assets that’s easily accessible to all employees
If you want to empower employees to learn more, you need to make it convenient for them. You
could provide an online portal for employees containing educational resources and training
courses. Web-based learning is especially important for employees who work remotely.
Or, there could be an on-site resource library in your office containing books and educational
materials that employees can peruse during breaks or check out for longer periods.
3. Regular internal learning opportunities
Host quarterly, monthly, or even weekly roundtable discussions on different topics relevant to
your business and industry. Encourage employees to share their thoughts and experiences.
Bring in speakers to inform and engage your employees.

Lead a webinar. (If you open the webinar to other professionals outside your company, this has
the added benefit of good PR and establishing your company as a thought leader in your
industry.)
These options work well in both in-person working environments or via video conferencing.
Want to give in-office workers an extra nudge to participate? Make these meetings “lunch and
learns” – it’s easy to buy everyone food to bring people together, and employees appreciate the
gesture.
4. Approved external learning resources
If you’re unable to provide internal learning platforms and opportunities immediately, or you
want to offer employees more options, then identify suitable external opportunities. These could
be training courses, webinars and conferences hosted by:
 Local academic institutions

 Certification organizations
 Local business groups
 Industry associations
It’s also possible that employees will pitch learning opportunities to you. It can be a great idea
to let people choose their own avenue of learning – they could take more ownership of the
opportunity if they discovered it independently and be more highly motivated if it’s a topic that
especially interests them. However, do your due diligence to confirm that the opportunity makes
sense for the employee’s job and for your business.
To vet these opportunities, ask employees to clarify the learning objective and to present a
business case for their participation. Explain that you’ll expect them to teach the rest of their
team what they learned. Also be sure to research the source online independently – look at the
website, review the learning agenda and identify which topics will be covered. Weigh the cost
against the likely benefits.
5. Opportunities for employees to stretch themselves and shine
Typically, we learn by doing. Select certain people – according to their background, interests,
capabilities and potential – to lead projects or assume greater responsibilities in teams. This
could be either in:
 Areas in which they already have demonstrated skill and passion, and simply need more
experience and visibility to advance upward
 Areas in which they can build new skills, expand their network and influence, and forge
relationships throughout the organization
6. Peer learning

There’s a lot that peers can teach each other, so you should encourage your people to pair up and
share knowledge internally.
Maybe one employee demonstrates stronger mastery of a specific skill that another teammate
would like to develop. Perhaps cross-disciplinary training could be helpful in providing deeper
insight into other roles and giving an employee a more holistic view of the organization.
As an added bonus, peer learning can improve team camaraderie and engagement. It can also
help to protect your company against loss of knowledge or skills in the event that an employee
leaves or takes an extended absence.
7. Mentorships
A robust mentor program is essential for passing knowledge down from more senior,
experienced employees to other team members, bolstering critical skills and developing effective
leaders.
And it goes both ways – there’s probably some skills and knowledge that newer, less
experienced employees can teach their mentors as well, especially if mentor and mentee hail
from different generations. All types of employees offer unique attributes and are capable of
contributing valuable knowledge.
Cultivating learners in the workplace

Some employees may be resistant to change – learning new skills, gaining more knowledge and
undergoing training – and some people feel like they’re just too busy to bother.
You’ll have to change these employees’ mindset and overcome their objections.
It can be challenging to change employee mindsets that resist change, but the benefits of having
a growth mindset are win-win for employee and the organization. Gaining a growth mindset
positions the employee for more opportunity and it positions the company for future growth. If
they still aren’t convinced, here are more benefits.
 Tie the mastery of certain skills to salary increases and promotions. After all, many
people want more money and status at work. For these employees, the issue really boils
down to: Do you want to move up or not? Eliminate any blind spots employees may have
about what it takes to advance to the next level of an organization.
 Encourage the employees to reminisce about how they obtained the skills they have now.
What was that initial learning process like for them? Try to use that experience to get
them excited about learning something new – it can lead to new opportunities they may
not had considered and will help them remain competitive.
 Explain to them why your organization values a learning culture and how it benefits the
company for employees to continually develop.
 Get to know your employees on a deeper level. Assess each employee’s learning style.
Find out what motivates and excites them. Help them to identify learning opportunities
that are a good match.
 Engage in periodic check-ins to evaluate progress. Be a good coach to support and
encourage them.
On the other hand, some people love to learn new things. Rely on these employees to spread
positive energy and enthusiasm, as their attitude can be contagious. Some people love to learn
new things. These are your learning culture champions!
To acquire a workplace full of eager learners, it’s helpful to hire these types of people in the first
place. How to pinpoint whether a job candidate is a learner at heart:
 In job interviews, discuss your company’s commitment to continual learning. Through

their responses, consider whether prospective new hires share your values.
 Ask creative interview questions that can help you decipher a candidate’s eagerness for
learning. For example:
o What’s the last leadership book you read?
o What was your last learning opportunity, and what did you learn?
o Can you describe a time when you taught a new skill to a teammate?
 Listen for candidates’ questions about growth potential and their career path.
The five big mistakes employers make

1. Not understanding what the intended goal of the learning opportunity is can prevent you
from being able to measure the success and cost effectiveness of it. You must define
employees’ learning objectives at the outset.
 Don’t fixate on checking boxes. It’s not about finishing training and continued education
for the sake of finishing and meeting basic requirements in an annual review. You need to
understand what mastery of new knowledge or a specific skill looks like and confirm that
the employee can demonstrate this. That’s the real ROI on your company’s investment in
education and training. This is especially critical when salary increases and promotions
are involved.
 Be careful about spending money and time on irrelevant learning opportunities. Make
sure that learning is directly related to an employee’s current job or future career
development. If it’s not, then it’s beyond the scope of what your company can support.
 If leaders don’t model a learning culture, then your employees won’t take it seriously.
This should be a top-down initiative supported by the top echelons of your company.
Summing it all up
A continuous learning culture is all about recognizing that companies and people need to remain
committed to growth and development amid constantly changing markets and industries. This is
so companies can remain competitive, on trend, in alignment with customer expectations and,
occasionally, in compliance. It’s also so employees can progress in their own career
advancement more efficiently.
You will need to institute certain policies, processes and programs to demonstrate to your
employees how important a learning culture is to your workplace. Additionally, you may need to
work with individual employees to overcome resistance and tweak hiring tactics to cultivate a
team of enthusiastic learners.
And before any employee embarks on a learning opportunity, you must determine its relevancy
and value to your business, define the learning objective, and be able to confirm an employee’s
mastery of new knowledge or skills – especially if the completion of the learning opportunity is
tied to salary increases or promotions.
To learn more about establishing a learning culture in your workplace, download our free
magazine: The Insperity guide to learning and development.
The Insperity guide to learning and development

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by Chris Brennan | Performance Specialist Los Angeles, California
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Top 7 strategies for helping your employees

reach their goals
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It’s a new year and with it comes the proverbial clean slate – new goals, new opportunities.
Exciting, right? But the truth is that many times the goals we set for ourselves and others are not
reached. Why not? Is it that we lose focus, feel overwhelmed, give up?
For one reason or another, goals can be daunting, cumbersome and hard to achieve. But they
don’t have to be. Armed with the right strategy you can meet your goals, lead your team to
achieve theirs and enjoy all the rewards that follow.
Here are seven tips to help with coaching employees to improve performance and taking your
business to the next level.
1. Give them the why

The main way to keep everyone – from executives to entry-level employees – focused on their
goals throughout the year is to reinforce the big picture. How does each goal contribute to the
organization? Why is this specific goal important in the bigger scheme of things? How will
everyone benefit from accomplishing this goal?
Effective leaders keep the emphasis on why the goal makes a difference to the company as a
whole. Specific goals are fine, but don’t lose sight of the bigger purpose. Passionate people are
driven by a cause, a purpose and a belief. Leaders who start with the why inspire those around
them to take action. Keep it on the why. When you do, everybody wins.
2. Constant communication
Meet with employees on a regular basis to see how they are doing. Do they have any problems?
Are they on track? Hold monthly team meetings and keep everyone updated. Encourage
participation by making sure the meetings are focused, relevant and engaging. Don’t wait until
the last minute to check in.
If things are not where they need to be, don’t sugarcoat it. Be open and honest. If goals change,
don’t wait to communicate. It is important to tell your team what has changed and why. People
appreciate transparency. If the goals are not on target, ask for feedback on how to get back on
track. Mistakes will happen. Instead of focusing on the problem, ask for participation toward a
solution.
3. Make things fun

Coaching employees to improve performance doesn’t have to be burdensome. Team activities
can help foster a positive attitude and keep the momentum going. The use of illustrations, charts
and diagrams that show progress toward the goal creates a fun atmosphere that helps keep people
focused and creates buy-in.
Keep their interest. A common way to track a goal is with a large cardboard thermometer, where
participants color in the thermometer from the bottom up to the top as they near goal
achievement. The goal is written at the top and may be tracked in increments such as dollars,
hours, accolades. Customize it for your own organization. The idea is to start with a blank
thermometer and color it in as the goal looms in sight. Keep it fun. It doesn’t have to be a grind.
4. Break it into smaller pieces

Goals can fail because they seem overwhelming. Mentally, it is easier to achieve goals if they are
broken down into smaller pieces. Successful people look at a goal and work backward. Look at
what your goals are for the month, not the year.
It’s like running a marathon. You don’t start out by saying you are going to run 26 miles and see
how it goes. You set goals in increments – by spring I will run five miles, by summer 10 miles,
etc. Take baby steps to reach your goals. You are more likely to reach the finish line.
5. Multitasking is a myth
If you are trying to accomplish too much at once, you’re going to miss something. It’s quality
not quantity that counts in achieving your goals. If you focus on one part of the goal at a time
you will be better off in the long run.
Take your time and give each task the attention it deserves. Stop multitasking. How?
 Have a short to-do list, pick your top three to five priorities for the day and write them
down.
 Give yourself clear deadlines.
 Don’t robo-check your email. Have regular times when you read and reply to messages,
and resist the urge to respond to the email pings that alert you day and night.
 Book meetings for less time than you think they will take. People tend to get to the meat
of the matter and wrap up points quicker when there is less time.
6. Get feedback
Good leaders involve their employees in the goal process. Ask your employees what their plan of
attack is in accomplishing their goals. Useful coaching questions to consider are:
 What is happening now? What is the effect of this?

 Have you already taken steps toward your goal?
 Does this goal conflict with any other goals?
 What could stop you from moving forward? How will you overcome this?
 When do you need to review progress? Daily, monthly, weekly?
By making it their plan they will be more apt to take ownership in it, be more accountable and
more focused. When they have a stake in it they will be more likely to experience success.
Involve your team and their expertise – they have much to offer.
7. Celebrate along the way

Don’t wait until the entire goal is completed to celebrate successes. Each milestone is an
accomplishment. Stop and congratulate everyone for their work and contributions along the way.
Offer encouragement and positive reinforcement. Focus on the good that will come when the
goal is realized – instead of the negative results if it isn’t. Rewarding small victories nurtures the
path to completion.
When you inspire your employees to reach their goals and provide them with a fine-tuned
strategy for success your business will thrive. Download our guide How to develop a top-notch
workforce that will accelerate your business, today.
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by Michelle Kankousky | Senior Corporate Learning and Development
Consultant Houston, Texas
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Coaching employees: 5 steps to making it more

effective
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Coaching employees is the key to building and maintaining a self-motivated staff. Initially, it
will take extra time – the whole teach-a-man-to-fish process versus just catch-a-man-a-fish. But
the results are worth the investment.
The better you coach, the more prepared your team will be to achieve their goals. Successful
coaching guides employees in the right direction but promotes independent thinking and team
collaboration to overcome obstacles. This in turn fosters a relationship of trust and empowers the
team to act dynamically.
That fundamental coaching will be the foundation upon which sound processes are built and
maintained. All these elements combined enable your company to unlock ever higher degrees of
success.
Follow these steps to make your coaching and feedback process more effective.
1. Decide what you want to accomplish

Before you go to your employees with a new project, you need to be clear in your own mind
about what you want them to accomplish.
Coaching employees tends to be two-fold. Either you’re coaching them for improvement (or

because they’re doing something wrong); or you’re coaching them on a new process or topic that
requires training.
Whatever the reason, focus on what the end result should look like more than how you think they
should get there. Think about the big picture. How will it affect your overall company
objectives? How will it affect your employees’ role in the long run?
If you can convey this and what the outcome should be and why, you’re more likely to get buy-
in from employees. Discuss what you want to achieve and be clear about your expectations.
Give them a picture of the desired result, but do not necessarily give them the road map on how
to get there unless they ask for one. They may have a different way of going about it than you do,
and that’s OK.
Ask for their input and ideas. Maybe they bring something new to the table that hasn’t been
studied before. Perhaps they bring up a question on something that hadn’t been thought of
previously. A coach has the flexibility to adjust unless it is something involving a standard
procedure.
2. Choose the right path

Now that the employee knows the why of this effort it’s time to talk about how to get there.
Set specific criteria for what the output should include and a timeline. Has this ever been done
before? If so, is there someone else within the company or team who might provide some first-
hand advice?
Communication should come before, during and after the process. It’s important not to just give
them instructions and send them on their way.
A key in determining the best approach is to know your employees’ skill sets and areas of
expertise. Some will need more instruction than others, depending on the topic.
For instance, a new employee attempting an unfamiliar task might grow frustrated without a
considerable amount of coaching. Conversely, an experienced employee might find that same
coaching bothersome.
An effective coach knows their pupils to some degree on a personal level. Understanding what
gets them excited can help persuade someone grow or change by framing the advice in a way
that is most effective.
The top coaches find the best way to train and inspire to get the team moving in the desired
direction.
3. Stay on top of the process

Circle back at regular intervals to check progress and encourage employees to ask questions if
they have any concerns or issues.
Don’t overdo it by micromanaging your staff. Be there to guide, instruct and offer
encouragement and direction as needed, but give them freedom and autonomy.
Another challenge for the coach is correcting without doing so in a negative tone. There’s a fine
line between good support and micromanaging, and the best coaches know how to avoid
crossing that barrier.
Measure the employee’s progress against the timeline and milestones you set and agreed upon. If
you need to adjust the timing, discuss it with the employee and indicate how important it may (or
may not) be to the success of the project.
4. Give feedback
Feedback is a two-way process. Employees must communicate any issues. You, as a coach, must
respond with constructive feedback on their progress and how they can improve.
Reassure your employees, and try to keep the message positive, but don’t sugar coat it.
Feedback can be hard when the outcome isn’t going great, but you need to be straightforward
and honest. You’re not doing the employee any favors if you’re not.
To provide straightforward feedback:
1. Don’t be vague
2. Provide examples
3. Tell them what wasn’t done right
4. Show how it should be done differently
5. Explain why it should be done a certain way
Ensure your employees have every necessary resource to meet the goal. Help them remove
unforeseen obstacles or consequences that may hinder their progress.
Always remember to be encouraging and to help them through the training. Your goal is to help
them grow and learn. Sometimes people need a little optimism to keep them going.
5. Review and recalibrate

Meet a final time with your employees to look back on the project as a whole. Discuss what
worked, what didn’t and what could be done differently next time. Make time to celebrate
success and reward their accomplishments.
Positive reinforcement helps make the extra effort feel worth it to your employees and
encourages them to keep moving forward.
5 crucial components to creating a successful coaching

1. Align coaching with your company’s core values
Coaching is the key to achieving company goals. Therefore, your coaching should be based on
your organization’s core values.
They become the why behind your advice and encouragement. This way, your coaching becomes
less about what you think and reinforces the culture that you want in your organization.
When you and your employees are looking at the bigger picture together, it should help them be
more receptive to you, too.
2. Understand what motivates your employees
It’s okay to ask them flat-out, in a one-on-one meeting, what makes them feel motivated. Or you
could distribute a questionnaire to all your employees at once.
Have casual conversations where you find out what they do on the weekend and what their
hobbies are. They’re more likely to put in extra effort for a leader who genuinely cares about
their well-being.
There’s a human side to coaching. A football coach who yells at players may find that’s
ineffective. If the coach appeals to the player’s background instead, the coach might be able to
speak the player’s language and thus better motivate the player.
3. Keep it collaborative
No matter the situation, coaching conversations should flow both ways with ample opportunity
for mutual feedback and discussion. This way, you’re not removing your employees’
responsibility in the matter or doing the work for them. Collaboration in coaching emphasizes
the relationship and teaches you how to become sounding boards for each other.
When you establish great coaching relationships with your employees, it can improve every
interaction you have with them and makes management far easier. Effective coaching can build
more trust on both sides and keep the door to improvement open at all times.
4. Know your team dynamics
As a coach you certainly don’t want to put people on a project who don’t work well together. If
it’s unavoidable, help them find common ground. Ultimately, your goal is to achieve the best
possible result for the company.
It all comes back to good coaching. If you’re not ready to invest your time, resources and skills
to coach an individual, success is unlikely.
5. As much art as science
Coaching is there to help everyone succeed. Effective coaches inspire and listen. They build
strong relationships of trust based on knowing their people and good communication skills.
Coaches must be willing work alongside the employee, or take the blame if something was done
poorly.
You can give anyone a step-by-step guide on how to do something. But you’re not going to
coach everyone the same way. Some people need more visual coaching, others are auditory.
Some are hands on. People have different motivations.
This variety of factors and personalities can make coaching as much of an art as science. But
done correctly, coaching can help your employees and your company come away with a win in
the end.
Learn more about aligning your employees’ roles with business objectives to cultivate a
successful workforce. Download our free e-book: How to develop a top-notch workforce that
will accelerate your business.
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by Michelle Kankousky | Senior Corporate Learning and Development
Consultant Houston, Texas
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Distance learning: how to lead continuing

education for remote workers
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How do you train your people when no one’s in the office? Setting up effective continuing
education for remote workers can be a challenge, even for trainers with years of experience
leading in-person sessions.
Here are some best practices for planning, designing and running your organization’s distance
learning programs, whether you’re orienting new hires, cross-training your existing staff or
introducing new procedures and tools.
Study your training platform before you teach with it.
If you’re new to online training, you’ll have your own learning curve for the software you’ll use.
Your IT department may have advice on which tools are the easiest and most secure for at-home
workers and how to overcome common technical issues.
Every remote conferencing platform – whether it’s Google Meet, Zoom, WebEx or something
else – has its own features (and quirks). It’s a good idea to understand those before you’re
leading a live event so you don’t run into technical trouble.
To help you understand the basics, the platform should offer how-to videos. You can also search
for reputable walk-through tutorials on YouTube.
If your organization has a team or person with experience delivering continuing education for
remote workers, partnering with them can help you prepare your training. You can show them
what you have in mind and ask for their advice and feedback. Questions to consider:
 What technical or production issues do I need to address before the session?

 Are there any other issues I should prepare for, and how do I handle them?
 Can you sit in for all or part of my first session in case I need help?
Prepare your trainees for success

Remote learning may be new to your trainees too, so you may want to give them a brief
introduction. As you’re learning your remote learning platform, you can put together a “tips and
tricks” document to share before the first session. This will help ensure that all learners have the
best chance of focusing on the content rather than struggling with the technology.
For example, your document might cover:
 How to connect securely with the platform

 What you can expect to see when you join the session
 How to mute and unmute your microphone and turn your camera on and off
 How to use the platform’s chat tool to ask questions or raise your hand
 How to use other features, like Zoom’s breakout rooms for small group discussions
In addition to remembering that everyone may have differing comfort levels with technology,
there are other technical differences to consider.
For instance, if your staff is scattered geographically, be mindful of time zone differences. No
one learns well if they have to get up in the middle of the night or linger for another hour at the
end of a long workday for a training session.
If your remote team members are in different parts of the country (or the world), you may need
to schedule multiple sessions at different times. When it’s important to have everyone on the
same video call, choose the time carefully and keep it as brief as possible.
Manage expectations for remote training sessions

Be prepared for unexpected situations and how to handle them gracefully. A dress rehearsal of
your session is always a good idea, because it can uncover issues you didn’t anticipate.
You can also let trainees know ahead of time that you empathize with the challenges of working
and learning while at home. For example, you might say that you understand if they need to mute
and step away for a moment to deal with family members or other unavoidable disruptions.
Continuing education for remote workers: Best practices

In addition to general best practices for employee training, there are specific techniques you can
use to get the most from remote training sessions.
1. Plan your online sessions with a variety of learning styles in mind
Catering to multiple learning styles makes remote learning more effective for more people. As
you plan your sessions, think about adult learning styles and how to offer something for each
one.
For example,
 A quick spoken review of your employee tips document at the start of the session can
help auditory learners get comfortable.
 Chat discussions can help employees who are more comfortable writing their questions
than asking them aloud in front of their peers.
 Charts and videos can help visual learners grasp the concepts you’re sharing.
What about hands-on learners? You can support them, too, with a little advance preparation.
If your time and budget allow, you can mail your trainees a packet of the materials they would
get for an in-person training, so they can follow along.
For example, at Insperity, we’ve always included a short community corporate

citizenship activity, like an art activity to support a nonprofit, in our new-employee orientation
program. For the remote version, we send materials so employees can do the activity during the
online session.
2. Use videos to take your trainees behind the scenes

Not every element in your online trainings needs to be live. Pre-recorded videos can be a good
way to introduce trainees to people and departments they can’t visit in person.
For instance, you can include a short video of your contact center director walking through the
contact center to show what it looks like. Or you can walk through HR or engineering to let those
employees introduce themselves.
3. Help your trainees focus
Try to minimize distractions, especially during large-group training sessions. Ways to do that
include:
 Muting microphones for everyone but the current speaker

 Showing only the current speaker’s video during key portions of the presentation
 Encouraging attendees to turn off their camera while they eat lunch, if your session is
during their lunch hour
 Invite trainees to ask questions in chat at the end of the program
4. Encourage employees to participate
As in a physical classroom, it’s wise to check in with your students as you teach. The following
strategies can help you assess how things are going for individuals and the entire group:
 Ask a participant who’s been quiet what they think about the topic.
 Invite students to break into smaller groups or digital breakout rooms to discuss a lesson
and prepare a brief presentation.
You might also consider employing a digital game-based learning platform like Kahoot! to
reinforce learning. When appropriate, add to the fun by including humorous answers and
offering prizes. This encourages employees to engage more fully with the content in the spirit of
friendly competition.
Game-based learning can also be a fun way to build upon knowledge – especially if you provide
additional narrative and context for select questions. A new employee orientation, for instance,
may include a question that touches upon a lesser-known workplace perk.
Learn from each session

The learning doesn’t stop when the training session ends. As a trainer, it’s a good idea to review
each training with your team to talk about what worked and what didn’t. If you record the
sessions, you may use some segments for “postgame analysis” while others are incorporated
directly into future online events.
Finally, consider reaching out to attendees for feedback. Online surveys that offer anonymity are
especially useful. Calling a few attendees to get their first-person reactions to the experience may
provide clearer, more useful feedback than relying solely upon a generic, multiple-choice survey.
Want more tips on employee training and continuing education — like how to conduct
continuing education for remote workers? Download our free magazine: The Insperity guide to
learning and development.

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5 Easy Steps to a More Productive Work

Environment
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Quick! How engaged are your employees? If you don’t know, you may have more than an
engagement issue – it may be affecting productivity, too. So, how do you put together a team and
work environment to create the best results?
Establish values
According to Aberdeen research, people stay in their jobs because they’re challenged and
intrigued.
Having a “challenging and intriguing” atmosphere doesn’t necessarily mean “exciting.” It’s more
about whether people are engaged. Do your employees believe what they’re doing is tied to the
business’s mission and values?
Establishing core values and having support for them is the foundation to an engaged, productive
workforce. Values help you decide who you’ll hire, and how and why you’ll do business – and
with whom. It also shows the world what it can expect from your company.
The first step is deciding what your company’s values are – then live them. Are they clear and
easy for people to translate into actions? Create a line of sight between why the business operates
and the people doing the work. Prepare to spend significant amount of time to define your real
values.
Next, be specific about what constitutes good performance. Values without a clear measure of
what productivity looks like are not very effective. You and your employees need to find the
right balance between performance goals and the autonomy in deciding how to achieve them.
It’s about finding out what lights people up about their work and how it ties with the mission and
vision of the company. That’s how engagement is created, and engagement is a catalyst to
productivity.
But, how do you cultivate engagement?
Keep talking
The No. 1 characteristic of a successful team is communication, according to a survey by

the Center for Management and Organization Effectiveness. It’s a matter of communicating
things that are important, and it often falls to the manager to make that happen.
Managers bring the vision and mission from higher levels of leadership. But, it also works the
other way. Rather than communication coming from the top to bottom, it may mean listening
more to what employees have to say.
Oftentimes employees are on the front line dealing with customers and clients. You’re missing
out on a good information source if you’re not tapping into your employees’ knowledge base and
experiences. It may shake up your idea of how communication is supposed to flow, but it
encourages employee engagement.
It takes finesse to know when to not over-communicate. When do you give employees the room
to take a chance and let them flourish? Having this latitude is fundamental to whether people are
happy and productive. They will thrive with a degree of autonomy and flexibility to help clients
or see something through to final resolution.
Sidestep the stumbling blocks
Be mindful of rules and other things that get in the way of people delivering the ultimate
experience/service/product to the customer. You need to pay attention and find out whether
there’s engagement among your employees.
There will always be frustration or stress. It’s up to you to make a distinction between that which
is natural to your business and that which can be eliminated. What can you do to alleviate the
stress? Is there someone who’s not in the right position? Are you playing to everyone’s
strengths? Are there bottlenecks or inefficiencies? Are you listening to your employees?
As companies grow, it sometimes becomes more about the process than the delivery to the
customer. Is there a workflow issue?
Things that get in the way of productivity
 Leadership: Sometimes production problems have nothing to do with the employees.

Make sure all of your leaders are aligned with the business’s values. It’s up to you to
build trust and promote communication.
 Environment: This is both physical and cultural conditions. Physically, it doesn’t have
to be fancy. If you’re a growing business, it probably isn’t. But, do your employees have
the tools they need to do their jobs? What about access to simple things like clean
restrooms and a break area? Is there an atmosphere of openness and acceptance?
 Collaboration: Are people talking with one another? Is there an emphasis on working
together, collaboration and teamwork?
 Process: Are you serving the customer or a process? Process is important, it usually leads
to efficiencies. But, if it stands in the way of productivity – or if your employees don’t
use it because it’s too cumbersome – something needs to change.
Measure engagement
At some point, employee engagement can’t just be a buzzword. It’s truly a way of listening and
being authentic with people.
You should encourage openness and upward communication through employee feedback. Some
of it’s going to be negative – and that’s OK. Hearing from those on front line is valuable; they’re
the ones in touch with your customers.
You might consider an engagement survey to find out how your employees feel about their jobs.
You’ll find out things such as: What is it about the job that your employees like? Do they feel
you value their input? Are they able to use their skills in their job? Do they understand the
company, its mission and its values?
Manage growth spurts
The need for engagement changes as a company grows. When small businesses grow from five
employees to 30, it becomes a different ballgame. Communication is organic when there are
four, five or even 10 people in a company. But, when people are added, they may be hired for a
specialized expertise and less for their communication qualities. As employees are assigned to
their silos, communication breaks down: You end up with a bunch of hard-working people who
never speak to each other.
If you’re in this situation, it’s time to take action. For so long, it may have been a foregone
conclusion that “this is what we believe and this how business is done.” But, as you grow, make
sure your core values are solidly defined and part of your hiring and onboarding process.
The hallmark of good values is that they stand up over time. They may need tweaking because of
changing times, a volatile marketplace or other influencers. But, they should be strong enough to
endure at their core.
Get started
It may be contrary to your management practices to focus on employee engagement as a means

to success and productivity. But, having employees aligned with the company’s core values and
engaged in its goals also are important to employee retention.
For a more tips on how to build a more productive workforce, download our free
guide, Aberdeen Group Report: How to Recruit and Retain Top Talent.
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How to inspire employees to give their best

performance
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Do you know how to inspire employees?
We all know that happy employees are more likely to stay with the company, take good care of
customers and do what their boss needs. Sometimes it may feel like developing engaged
employees is impossible. However, satisfied employees don’t have to be mythical creatures,
sighted as frequently as unicorns in the forest.
With care and hard work, you can create a workplace environment that supports employee
happiness. And, it may not be as difficult as you think.
The key is for you to recognize the difference between being a manager and being a leader. A
manager plans, organizes, assigns and follows-up. A leader influences, motivates and
encourages.
Your job as a company supervisor requires you to excel at both skills to be successful. But, the
leadership component means you must build good relationships with employees in order to
influence, motivate and encourage.
How to inspire employees:

Pay attention
It’s been said before, but it’s hard to overemphasize the need for managers to show concern for
their employees as people. That means taking the time to ask about their holidays and families,
their hobbies and interests. It also means giving them a chance to get to know you.
You don’t have to reveal anything deeply personal. On Monday morning when everyone’s
talking about their weekend, mention attending your daughter’s school play and watching the big
game. Or, talk about how hard it is to see your parents struggling with ill health or having to
explain to your toddler why the family dog died.
When there’s too much work to be done in too few hours, it can seem like taking time for
personal interaction is wasted energy. However, knowing your team members, their interests and
stresses both inside and outside the office can be a powerful ally in helping you find the best
ways to encourage and influence them to optimum productivity.
This doesn’t mean you have to be your employees’ best friend. In fact, other employees may see
it as favoritism if you do, which can lead to bitterness and a lack of motivation. Human beings
perceive interest as caring. Managers who make employees feel their boss cares about them as
more than a cog in the wheel engender loyalty and motivate employees to work harder. That’s
the key for how to inspire employees.
Meet them where they are
Like it or not, we all bring our socialization from childhood into the workplace. You, as team
leader, must recognize your natural style and adjust to what each employee needs.
Say you come from a strict, command-and-control military family and are comfortable with
overt displays of authority. To be effective, you must recognize some employees may come at
their work differently. Adjusting your style to fit your team’s needs shows flexibility and
engenders respect.
Analyze each team member’s natural style. Are they an introvert or extrovert? Good at one-on-
one interaction? Naturally gifted at customer service or numbers or presentations?
By understanding each person, you can help him or her commit to business goals in a way that
fits their abilities and motivations.
By playing to their strengths, you are more likely to engage their hearts, not just their minds.
Employees who are truly engaged are less likely to find roadblocks to the success of their
projects, to go the extra mile when it’s needed.
Communicate expectations
Want your team to roar past their goals? Explain the big picture, why they are doing what they
are doing and set clear expectations. Your employees need to understand how they fit into the
company, why their job is important and what they must do to help the company reach its goals.
Plumb deeply to make sure each and every team member understands how he or she contributes
to the overall company.
Say the company has a year-end sales goal of X. Your employees need to know what they can do
every day to help meet that goal. Stick to one or two tasks so you don’t overwhelm them.
After setting clear expectations, you must hold people accountable by checking in weekly or
monthly to see if goals are being met. Don’t forget to recognize success publicly and coach
privately if there’s a problem.
Be positive as much as possible during these communications. People want to work for positive
people, especially when facing the challenges that naturally come about in any project.
Be open and available
I’m a big believer in what’s called servant leadership. As described by James Hunter in his book
The World’s Most Powerful Leadership Principle, the servant leader makes himself or herself
available to help employees when it’s needed.
Hunter wrote: “How we behave as the boss at work today affects what goes on around the dinner
table in other people’s homes tonight. Anyone who has ever had a bad boss can certainly relate
to what I’m talking about. I believe this is where servant leadership begins. We need to reflect on
this awesome responsibility for which we signed up and recognize that our choices and behaviors
are impacting lives.”
Say someone missed a goal because they had trouble getting the right data. By checking in
regularly with your staff, you’ll be able to troubleshoot, encourage when it’s needed, answer
questions and generally help your staff accomplish their short- and long-term goals.
If you are in the trenches with them, you’ll be seen as a respected team leader rather than a
distant tyrant. You’ll also be able to keep emotional commitment high and nurture employees’
great ideas at the source. Remember to be open to feedback too.
Finally, get out of the way and let your employees shine. Give them opportunities to position
themselves as subject matter experts. For instance, if you have a presentation to executives, give
your key players the chance to co-present.
By giving your employees high-profile growth opportunities, you will make them feel valued
and appreciated. Lead from the heart, invest your heart in your people and let them grow along
with you. You’ll create relationships that can benefit you both for a lifetime.
For more strategies on how to inspire employees and build your best staff ever, download our
free e-book: How to develop a top-notch workforce that will accelerate your business.
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by Lisa Holley | Manager, Corporate Learning & Development Houston, Texas
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Do you understand the 4 learning styles in the

workplace?
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Just as in the classroom, you will encounter various learning styles in the workplace. That’s
largely because people differ in how they prefer to receive information.
By better understanding learning styles at work, however, you can communicate more effectively
— especially when training someone on a new procedure or helping them improve their
performance on a specific task.
Let’s take a closer look at the primary types of learning styles and then consider how greater
awareness of them can help you train, coach and manage employees.
What are the different learning styles in the workplace?
Everyone has preferred ways to approach and absorb new information. It’s helpful to think about
people possessing different learning strengths.
Some people may read better than others, while others may process spoken information better.
Although each employee may have a preference, your goal in training all employees is to help
them perform more effectively.
Learners fall into four basic categories:
 Visual learners respond well to graphics and videos.

 Auditory learners do best when listening to content.
 Reading-focused learners excel with text-based information, be it through reading or
writing.
 Kinesthetic learners use their senses to learn via hands-on experiences.
You can detect someone’s learning style, usually from direct observation. Notice the types of
questions someone will ask:
 Visual learners typically ask, “Can you demonstrate that for me?”
 Auditory learners will ask, “Can you tell me?”
 Reading-focused learners will want to know, “Is there a manual for this?”
 Kinesthetic learners will tell you, “Can I try it myself?”
Adult learners need autonomy in the learning process, so finding ways to connect them to the
most suitable training methods will assist with that independence. If the professionals in your
company are unsure of their learning styles, assessments may help pinpoint how they learn best.
These online assessment tools can be useful to consider when you’re reviewing training

opportunities for employees and seeking the most cost-effective means to deliver employee
training.
How can an employer appeal best to each of the learning styles?

The two primary goals for training employees is to deliver new information and teach new
procedures and practices. To ensure that everyone is engaged, consider offering a mix of
different formats and delivery methods to appeal to all students in your group.
 Visual learners respond well to pictures, symbols, maps, videos and charts. Incorporate
these to help visual leaners absorb the information.
 Traditional training presentations work well for auditory learners, who prefer to listen to
information. Use voice-over videos, audio recordings and uploaded in-house training
recordings, especially for online training that can be re-wound and listened to again as
needed.
 Reading learners absorb text-based content and will do well with textbook-style manuals,
written handouts and PowerPoint presentations.
 Kinesthetic employees learn best by experiencing new knowledge hands-on. Give them
physical tasks to demonstrate that they’ve acquired the new skill.
Avoid the No. 1 pitfall when coaching and developing employees: not understanding what makes
your employees tick.
Curb tendencies to be critical or controlling if an employee doesn’t respond to one training

method at first. Disengaged learners can become impatient, bored, even unresponsive – all of
which create barriers to learning.
Successful training requires teaching to different learning styles

Taking the time to understand what each employee needs to become a high performer often
means teaching to individual strengths. That may not be practical in a workplace training setting,
however.
Remember: If an employee learns best one way, it doesn’t necessarily mean they’re less effective
using another training delivery method.
Most people do well with a combination of learning styles. Some may take notes to help them
retain content and then discuss the material to better digest it. Others may benefit from a
combination of hands-on activities and listening to a podcast or recorded training session.
A good rule to follow: In a mixed team or classroom environment, offer a mix of styles to appeal
to everyone.
At the same time, avoid relying solely upon the learning and communication styles most
comfortable to you.
With practice, accomplished trainers learn to appeal to all types of learners. They do this by
becoming comfortable in switching up their own communication styles. This takes effort, but it
can really pay off.
Try using a combination of communication styles to convey information to your team. Offer:
 Videos
 Opportunities for role-playing
 Immersive exercises
 Reading and writing exercises
Consider, too, your company’s culture and preferred learning delivery methods when addressing
employees at company events.
Your organization may rely heavily on text-centered presentations that could benefit from more
visual components like graphics or embedded videos. A more creative agency might need to
produce bullet-ed lists for certain clients or in specific meetings that call for more details.
Note, too, that what works well in an intimate group discussion may not translate for a much
larger audience. Consider recording sessions for auditory learners that include captions for those
who prefer reading.
What if adapting to different learning styles isn’t helping?

Someone’s learning style doesn’t necessarily determine their pace of learning and ability to
master new tasks. Personality also plays a significant role in whether someone is more
comfortable with a faster pace or prefers a more systematic, deep dive into new material.
As an example, look at musicians who excel at auditory processing of information. Some will
excel as classical musicians, mastering a deep understanding of standard compositions, while
others dazzle as improvisational jazz musicians who never play the same song twice.
What if you have offered a mix of delivery methods and adapted your training methods to
the various learning styles in the workplace, but an employee still doesn’t grasp the new
content?
Emotional intelligence – an employee’s self-awareness – is a critical component in developing

critical thinking skills in the workforce. The first step for any manager is to recognize what is
and isn’t working with an employee who is struggling.
The most common reason an employee has trouble picking up new information is a mismatch
between the employee’s responsibilities and their natural talents.
Recognizing that you could have someone that is not in the right role is the first step to
identifying where that employee can shine and be successful in learning and performing different
tasks.
Remember, everyone wants to be successful. Your role as a manager or business leader is to find
and develop employees who can perform well in your workplace.
To learn more about how you can tailor your communications to the different learning styles in
the workplace, download our complimentary magazine: The Insperity guide to learning and
development.
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by Dawn Motsiff | Senior Human Resource Advisor Atlanta, Georgia

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Top 3 signs of an employee quitting without

notice
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An employee quitting without notice can feel like a shock. Yet hindsight may reveal they gave
clear cues about their unhappiness. That’s because the best indicators of an employee reaching
their limit can be subtle, fitting a pattern that experts call “disengagement.”
Learning to spot the signs and knowing how to talk with employees about why they’re
disengaged can help you avoid losing them without warning. It can also help them find a better
fit on the job.
What does disengagement look like?
 Less productivity When an employee starts delivering work late, turning in work that’s
full of errors or simply stops turning in work, it’s often a sign of burnout or stress.
 Fewer contributions in meetings and discussions If an employee who used to make
suggestions and offer feedback is silent, there may be a stressor or conflict at work.
 More resistance When an employee who was cooperative and ready to pitch in starts
making excuses, dragging their feet or outright refusing assignments, you need to find out
why.
 Frequent absences or late arrivals Not showing up on time, or not showing up at all,
can indicate a demoralized employee or one facing high levels of personal stress.
 Other negative changes in behavior Any time something changes for the worse, it’s
wise to find out why.
The key to assessing what’s behind these behaviors – and minimizing the risk of an employee
quitting? Noting when it’s a change from the staff member’s previous conduct.
Of course, these behaviors could also indicate a problem at home or a physical or mental
health issue. That’s why it’s vital you talk to the employee about what’s going on.
A show of concern lets the employee know you’ve noticed there’s a problem and you want to try
to help – whether the underlying issue is personal or professional.
Concerned about an employee quitting?

Before talking to your employee about your concerns, ask yourself: Has anything changed that
might cause a typically good worker to want to jump ship?
Consider:
 Was the person recently passed over for a promotion or a raise?

 Have there been recent layoffs?
 Are their work friends leaving for other jobs?
 Are they working for a new manager?
 Has your company gone through a merger or acquisition?
 Has there been a culture change, perhaps due to new leadership?
 Have they been in the same position for too long and aren’t challenged anymore?
 Are they going through a new personal or health-related situation?
Yes, you may occasionally come across a perpetually dissatisfied employee, but much of the
time a disengaged employee is frustrated, bored or unhappy. If it’s something their manager may
be able to address, you may be able to help them get back on track.
Remember: If you don’t take the time, however, to address the issue, you may not only have to
deal with an employee quitting but also have to spend time and money to recruit, hire and train a
replacement.
Below are some of the most common reasons employees leave.
1. They don’t feel a sense of connection.

With so much of their life spent working, it’s only natural for your employees to want to develop
positive relationships with those around them – co-workers and managers alike. Without
meaningful social connections, there’s less incentive to stay if another offer comes along, or if
there’s a conflict they don’t have the support to resolve.
Pay close attention to how you communicate with your employees. Can you put names to faces?
Do you ask them about their hobbies or interests so that you know them as individuals, not only
as employees?
Also keep tabs on the interactions among people on your team. If an employee has weak or
negative relationships with co-workers, they may feel bullied or isolated. Feuding employees can
sap engagement, confidence and commitment.
If your company has pivoted to a virtual environment, it can be more challenging to gauge
whether someone feels connected. But look and listen closely. When people on your team are
working remotely, how often do they check in and participate in video and text discussions with
each other and the entire group?
What you can do about it
A sense of connection starts at the top, so if you find that employees on your team feel
disconnected, it’s time to foster employee engagement. Regular, casual check-in conversations
with each employee can help you get to know them better and keep you informed of any
challenges they may be dealing with.
If there are employees in your group who have a conflict, it’s best to address the issue sooner
rather than later. Make sure each person feels heard and understood. Provide ways to resolve the
issue. These approaches can help prevent workers from leaving because they feel there’s no
alternative.
Again, managing remote employees requires a little extra effort. First, make sure everyone on
your team knows how to use technology to stay connected.
Next, ensure that everyone in a meeting has a chance to make contributions and ask questions,
even if they’re calling into an in-person gathering. You may need to call on people specifically to
make sure they have an opportunity to be heard.
2. They’re bored or frustrated (or both).

Employees want to enjoy their jobs and have sense of accomplishment. They also want to feel
connected to the organization’s overall effort, and they may need your help to connect the dots
and understand the relevance of their contribution to the big picture.
They also want to know that when they run into a roadblock to doing their best work, they can
rely on their manager to help them move past the obstacle. Nothing sours an employee on their
workplace like unending frustration. Has this person brought the same problem to you over and
over?
Boredom and frustration outside of work can also affect the way employees feel about their
work. When remote work is necessary because of public health concerns, a natural disaster or
even just a stretch of bad winter weather, many of us can feel cooped up and overwhelmed
managing work and domestic life all in one place. That can make it a challenge to be productive
on the job.
Talk to employees who seem bored or frustrated. Helping your employees connect to why their
work has meaning for your company can make them feel less bored and more engaged. Finding
out what they want to do within your company or what they want to do professionally can also
point the way to a solution.
Do they have ideas that could help grow your business? Do they have goals that may translate in
an “out of the box” way to reaching your business goals?
Based on this information, you can help them create a development plan so that they have a clear
path to success. On the other hand, if the problem is a poor fit between their skills and their
responsibilities, it might be time to help them find a new position in the company or even mentor
them to find a new position with another employer.
What about frustration and stress caused by factors outside work? As a manager, you may have
some options to help these employees find a better work-life balance. For example, if an
employee is frustrated because their hours conflict with a caregiving need at home, like taking a
parent to doctor appointments, you may be able to arrange flexible work hours that help relieve
some of their scheduling stress. If available, an employee assistance program (EAP) can be a
useful resource for staff members struggling to balance life and work.
3. They don’t feel valued.
Beware of taking a good staff members (and their contributions) for granted. Feeling
undervalued can be a motivating factor for an employee quitting.
Do you recognize your employees’ work or provide the useful feedback they need?
On its own, lack of recognition may not be a top reason an employee wants to leave, but it can be
a deciding factor when combined with other reasons, especially feeling disconnected from the
group.
You don’t necessarily have to do something elaborate or expensive to show employees

appreciation for a job well done. A simple “way to go,” lunch with the boss, or a gift card to their
favorite store can go a long way.
You could also make a habit of pointing out their hard work in a meeting or in front of their
peers. Public recognition can go a long way.
If you’re not sure what kind of reward will be most meaningful for your employees, ask them.
One might want to have their role in a project highlighted in an all-hands meeting, while another
might appreciate a card for dinner delivery at home. Someone else might want an afternoon off.
It’s important to make employee recognition and positive feedback ongoing, not something that
you share only when someone makes a “heroic” effort – although above-and-beyond efforts
merit recognition, too.
Summary
The best way to minimize the risk of an employee quitting is to address their concerns before
they start considering whether greener pastures exist. Instead of reacting to disengagement by
recruiting and hiring new employees, develop a proactive strategy to retain the employees you
already have.
Find more ideas for keeping employees engaged when you download our complimentary
magazine: The Insperity guide to employee retention.
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Building a dream team: 3 secret ingredients for

work
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Building a dream team of employees requires helping everyone work together and stay engaged.
This can be tricky when different people go about their work differently.
For instance, maybe you know someone like Mike, whose idea of a dream job is sitting alone at
his computer, headphones on and focused on his data entry.
And then maybe you know someone like Janice, who is constantly in motion, chatting with
vendors and pushing her latest idea to increase production.
While they may be on your workplace team, their job skills, titles and requirements are vastly
different. As their leader, it’s your job to make sure their work styles complement, not conflict.
If you have a foundation that establishes clear goals, builds on the strengths of your team
members, and offers them autonomy, you may have the ingredients for a successful multi-
disciplined team.
Here are some strategies to building a dream team.
Set specific individual and team goals

Be clear from the start what each person’s job entails. Job descriptions, as well as performance
expectations, should be shared with each employee and the team.
As the leader, you will establish clarity of purpose and goals: Determine why the team exists and
what its objectives are. These objectives should be tied to the business’s objectives, values and
mission.
Although your team members perform different tasks, they’re all working toward a common
outcome. Explain how each contributes to the overall plan to get their buy-in and give them a
sense of purpose.
Build on the individual strengths

You can begin building a dream team by taking the time to learn about your employees: What
motivates them, how do they communicate and what are they passionate about?
Not everyone’s work style is going to be the same. How someone prefers to work is often a
result of their personality or character strengths. You can determine this through an assessment
tool such as DISC, Strengths Finder or Myers-Briggs. The main objective is to highlight their
strengths, not root out their weaknesses.
Once you’ve given an assessment, you can develop your team based on the strengths of its
members. Consider the example at the beginning of this post: Mike is analytical and rules-based,
while Janice is demanding and competitive. They both play an important role on your team – and
by knowing what motivates them, you can play to their strengths. Let Mike take care of the
details while Janice works to increase productivity. Then, praise them both when things go well.
But remember, how you praise or thank each for a job well done may differ based on their
personality and work style.
Assessing work styles and personality types can also bring peace to the ranks. You and your
team will learn how to work and communicate with others who have different strengths.
If Mike and Janice have a hard time collaborating, it’s no longer a mystery why. You likely can
tie their conflict to their work style. When it becomes a matter of how they work and what
motivates them, it sheds light on why discord happens.
Use this information as a place to start to mend fences: “OK, see here where it says Mike prefers
to stick to the task at hand? He doesn’t understand why Janice needs to have a friendly talk
before getting down to business.”
However, there’s a limit to what you can blame on work style and personality. If you find
yourself continuously dismissing bad behavior because “that’s just who they are,” then it’s time
to take a closer look.
Every employee, no matter their style, has an obligation to get along with others – and it should
be tied to their performance review. They don’t have to be friends, but they do have to conduct
business.
Building a dream team through autonomy

As your business grows, it is sometimes scary to hand things over to others. But, you hired your
people because of their experience, ability and potential. Now it’s time to let them do their jobs.
It begins with trust – and you should go first. Humility distinguishes a great leader. When you
acknowledge that you may not be the smartest person in the room, you open the door to
collaboration and problem-solving within the team.
As a mentor of mine once said, set the banks of the river and let your people flow within them.
What that means is establish guidelines, then step back and let them succeed.
Giving your people autonomy not only gives them room to succeed, but it’s a factor in whether
your employees are engaged in their job and your company. Employee engagement is a good
measure of whether employees are productive and if they’ll stay in the job.
For example, you might ask Mike to develop a report that shows recent client activity. Share why
you need the information, how it will be used and what you hope to gain from it. Then let him
take that information and figure out how to create the report. This gives him autonomy, shows
trust and frees up your time from getting into the details of the job.
As the leader, you won’t be able to control all things at all times, so don’t try. No matter what
you do, mistakes will happen. It’s how you respond that makes a difference.
If you treat mistakes as a reason to take back control, you’ll lose the trust, autonomy, teamwork
and engagement that you worked so hard to build. Learn from mistakes and possibly change
processes or guidelines to ensure that particular mistake doesn’t happen again.
Invite everyone to contribute

Not everyone will enthusiastically step up to the plate. There will be those who are gregarious
and share at every opportunity. Then, there are those who are more observational who take time
to process information.
Make this work for you by setting ground rules for meetings and how your team communicates.
For example, provide an agenda before meetings so those who require more time for thought are
prepared. Let them know whether decisions will be made at the meeting, or if there will be time
for input afterward. Sometimes, it’s the individual conversations that happen after a meeting that
inspire great ideas.
More tips on building a dream team

As a leader, it’s up to you to balance the big picture with individual needs. You establish the
guidelines for how your team works together, performance expectations and goals. Then, give
them the latitude to get it done.
Good leaders recognize that success comes from the chemistry of different strengths and
viewpoints.
For more information about how to be a good leader and get the most out of your workforce,
check out How to develop a top-notch workforce that will accelerate your business.
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by Bonnie Monych | Performance Specialist Houston, Texas
2 Comments
Employee development ideas: 9 creative and

cost-effective training ideas
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Training and development initiatives are important because they help ensure your staff
continually improves and keeps their skills current. They’re also a great way to boost employee
retention. When you invest in your employees, they feel valued and are more likely to stay put.
Unfortunately, many small business owners don’t have the budget for big-ticket seminars or
workshops, so they assume all company-sponsored professional development is simply out of
reach. Sadly, this is often to the detriment of their business, and their bottom line.
The good news is, even if you don’t have the deep pockets of a big corporation, you can
absolutely build up your employees’ skills – all without paying for high-priced courses or
conferences.
Here’s employee development ideas that will help you educate your employees without breaking
the bank:
1. Take advantage of industry offerings

Professional organizations offer a wealth of educational programs and content, such as webinars,
blog posts and white papers on business topics, and much of it’s free. Tap into memberships with
organizations in your field or industry to access free webinars on topics such as workforce
planning and analysis. They can help keep you up to date on current topics and business
strategies. You can find educational content for nearly every industry and discipline out there. At
most, you might have to pay a nominal fee for an annual subscription or membership, but you’ll
have access to relevant content on a dime.
2. Organize a book club or employee forum

This is a fun way to share the latest ideas in your industry, while getting to know other members
in your company better. Vote on a book or topic you would like to discuss, and meet regularly –
maybe once every week, or monthly – to talk about it. This type of program has many benefits: It
encourages employees from different teams or departments to come together, helping them
automatically learn about other roles within the company and achieve a kind of “organic” cross-
training. Plus, it costs next to nothing to implement, especially if you obtain books from a local
library or professional book exchange.
3. Establish a mentoring program

Some of the best trainers are already in your back pocket: your current workforce. Set up
a mentoring program to access and share their wisdom. Pair employees knowledgeable in a
subject with others who need to improve their skills. For example, a seasoned manager who
knows about project management could mentor an employee taking on more complex projects.
4. Invite an expert from your network

Reach out to your network of business associates and clients for experts who would be willing
to speak to your employees. For example, let’s say one of your professional contacts is a whiz at
time management. If you ask him or her to speak to your employees, they’ll likely be flattered by
the offer, and your employees will learn something new. Your contact may also return the favor
by asking you or someone from your company to present to his employees or peers, which may
eventually lead to new business for both of you. It’s a win-win.
5. Launch a “lunch and learn”

If you get a good response from your expert’s talk or presentation, consider making it a regular
event. Many companies have success offering educational programming during lunch –
commonly referred to as a “lunch and learn.” You provide lunch, or ask your employees to
brown bag it. Lunch and learns are popular because they make smart use of employees’ time and
don’t interrupt a busy work day.
6. Embrace new platforms

New communication platforms continue to revolutionize the way we learn. Now, you can go to
YouTube anytime to grab a quick, five-minute presentation from an expert in your field.
Similarly, TED Talks cover nearly every topic under the sun, and LinkedIn Learning offers
thousands of online courses on a variety of business, creative and technical topics. Although we
usually listen to podcasts for entertainment, they are increasingly being downloaded for
educational purposes. Since they’re available anytime from anywhere, they remove any logistical
barriers to personal development.
7. Don’t ignore the tried and true

There’s still value in some old-fashioned educational approaches. Trade magazines and journals
are a reliable source of industry news and trends, and most also have an online presence. Also,
Toastmasters, an organization which has been around for more than 90 years, provides a low-
cost way to train employees in public speaking and leadership, and in some cases, will even
customize an onsite program for you.
8. Tweak what you’re already doing

When thinking about how to improve your training and development programs, don’t be so
quick to focus on what you’re NOT doing. If you dig a little deeper, you’ll probably discover
that you’re already providing some level of informal employee training and development, such
as mentoring or on-the-job training. You may just need to pull those efforts together and package
them into a formal program with some consistency.
9. Uncover hidden talent

Do a little sleuthing and find out more about your employees’ interests, hobbies and expertise.
You might uncover employees with valuable skills they can teach to others. A respected senior
executive could teach a seminar about leadership, or your IT expert could lead a workshop on a
new software program recently implemented. Be forward-thinking and try to recruit employees
who are qualified and have an interest in contributing to your company’s training and
development efforts. This ensures ongoing and future growth within the company, while giving
employees the opportunity to build sought-after leadership skills.
Aim for employee engagement

The days of all-day seminars led by droning instructors who subject participants to yet another
episode of “Death by PowerPoint” are numbered. Companies can’t use that approach anymore
and expect employees to be engaged, especially millennials and Gen Z workers who’ve grown
up with a collaborative mindset. No matter what employee training and development program
you launch, it’s essential to make it interesting, interactive, brief and easy to access. The best
programs also target workers of all ages.
Younger generations like the convenience of online courses, but because they are both
collaborative and independent-minded, they like to take them with other people. A good way to
do that is to host a lunch in a conference room or other available space, and have everyone take
the course together. Be sure to give workers who can’t be there the option to take the course
later. Consider making training available on demand, whenever feasible, so employees can log in
when it suits their schedules. All employees, including Generation X and baby boomers,
appreciate the time efficiency and flexibility of online courses.
If you’re planning a stand-up training, make it short, succinct and group-oriented. Ask your
employees for input and ideas, and welcome their questions. Avoiding meandering monologues.
Instead, give out information in bullet form. Then, there’s a chance your employees might
actually look up from their phones and learn something that could help improve your business.
What do these ideas have in common? They’re all low-cost or free, and easily within the reach of
resourceful business owners. To learn more about how to invest in your employees, download
our free e-book, How to develop a top-notch workforce that will accelerate your business.
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by Amy Marcum | Senior Human Resource Specialist Washington D.C., Washington D.C.
17 Comments
4 reasons for high employee turnover

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Change is inevitable, but it can be costly for your business. Employee turnover is an element of
change that directly affects your bottom line. As such, it is important to identify the motives of
departing workers and devise an effective retention strategy.
Here are four of the top reasons many good employees resign:
1. They’re motivated by higher pay

No matter how much someone loves working for you and believes in your business, if they are
presented with a better offer, they will likely consider leaving.
Keep tabs on what compensation is being offered by your competition and be sure you’re
offering comparable benefits packages. You can also conduct an annual wage and salary survey
to get insight into your employees’ outlook on their pay.
In addition to traditional “pay and benefit” compensation, some companies also opt to offer
additional perks such as flexible schedules, remote work privileges, on-site fitness rooms or day
care, discounts on services or travel, and employee assistance programs.
To help your employees fully appreciate how you’re rewarding them, provide each employee
with an annual statement of total compensation that shows all of their wages plus any other
benefit you provide translated into a dollar amount, such as:
 Employer contributions to benefits premiums

 Employer contributions to retirement accounts
 Paid time off (PTO)
 Stock options
 Educational assistance
 Adoption assistance
2. They’re not engaged

Employee engagement may sound like another corporate buzzword, but engaged employees
share a number of common traits:
 They seek out challenging work

 They’re good at resolving and/or finding solutions to problems
 They proactively share ideas and solutions with colleagues
 They offer support to colleagues who are busy
 They seek out training and development opportunities
There are many ways to boost engagement among your employees, and your approach should be
based on what’s right for your company culture. Here are some engagement-boosting strategies
you may want to try:
 Keep your employees excited about what they’re doing through team-building activities.
 Let your employees contribute in big ways when possible and highlight the impact
they’re making for your company.
 Make sure everyone knows your company’s mission, vision and values. Keep them
posted in a visible spot and make sure all new employees receive a copy of them at hire.
 Communicate with your employees regularly and have an open-door policy.
 Share mistakes so everyone can learn from them.
 Get down in the trenches and work side-by-side with your employees from time to time.
You can learn a lot about what is really happening in your company just by staying
involved.
It’s also crucial to ensure your company’s leadership is engaged. Take a proactive approach to
employee relations and make sure your managers do as well. Create opportunities for your
leaders to spend time together discussing goals, sharing success stories and providing feedback
that reinforces your mission, vision and values.
3. They’re bored
High-performing workers need to feel that they are being challenged and are moving forward in
terms of professional growth and development. Take time to meet with your employees and be
proactive in discussing career and succession plans with them.
Be sure to blend in growth and development opportunities into your employees’ responsibilities
when possible. No one wants to feel like they’re in a dead-end job. This could come in the form
of assigning employees to a special project or putting them in an expanded role. It could also
happen through building in opportunities for your workers to cross-train one another.
If these suggestions don’t seem like the right answer for your company, ask yourself these
questions:
 Are the right people in the right roles?

 Do you have too many people for the amount of work that needs to be done?
 Do you need to reorganize?
 Are your people getting the feedback and recognition they need?
The answers to these questions may lead you to other root causes of boredom in your workforce.
4. They’re poorly managed

A bad boss can make any employee miserable. Even if your staff is completely committed to the
business, if their immediate supervisor creates an uncomfortable work environment, they may
consider leaving.
Employees often voluntarily leave a job due to the relationship they have with their direct
managers. As human beings we crave routine, structure and consistency. Generally, if the work
relationships are positive and motivating, employees will accept average wages and mundane or
even highly stressful work. Without that relationship element, employees will have a wandering
eye.
Make sure brand-new managers in your organization have the tools and resources they need to
succeed in their new leadership roles. Provide training and development opportunities specially
designed for your supervisors. And watch out that you’re not protecting bad managers. They
should always go through the same performance evaluation process as your other employees.
Make sure that your employees have appropriate ways to communicate feedback about their
managers. Speak to them directly and include questions about their supervisors on an annual
climate survey.
By understanding the common reasons for high employee turnover, you will be better able to
protect your business from a similar fate. Employees who are well-compensated, challenged,
engaged and properly managed will likely be loyal, productive members of your workforce for
years to come.
For more ways to build the best staff and keep them motivated, download our free e-book, How
to Develop a Top-notch Workforce That Will Accelerate Your Business.
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by Bonnie Monych | Performance Specialist Houston, Texas
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Creating company culture employees crave: 4

easy steps
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When your employees arrive at work, what is it you want them to feel and think about your
company?
Maybe you’ve never thought about it before. But, how they “feel” is a reflection on you and the
company culture you’ve established.
How do you breathe new life into a company culture that needs resuscitating? It’s going to take
some work – and you can start by asking:
 How well do your employees enjoy their work? Coming to work should not bring a
feeling of dread.
 Is there a level of accountability and responsibility? Taking ownership makes employees
feel connected.
 Are your employees engaged? Believing what they do matters to the company and its
mission leads to committed employees.
 Is there a sense of camaraderie and respect? People like to be involved and know their
word and work are trusted.
 How do you invest in your employees? Giving recognition and rewards (monetary or
otherwise) for a job well done shows that you value their work.
With these questions answered, you’re ready to begin the task of creating company culture that
will make your competition envious. You’re four steps away from the promised land….
Step one: Lay a foundation

Creating company culture doesn’t happen overnight. It’s a process; one that starts with finding
your mission, vision and values. At its core, your company culture is about values – what you
stand for.
You and your executive team need to devote time and effort to determine these company
cornerstones. If you don’t, someone will fill in the gap. And, one day, you’ll wake up, look
around and say, “This isn’t what I planned. What happened?”
Let’s take a look at each of this three-pronged approach and what each entails:
 Mission statement: This tells the world – your employees, customers and vendors – why
you’re in business. It should be brief.
 Vision statement: This describes what your company aspires to be down the road. It
should have emotion and motivate.
 Values: This is what you and your employees believe, and how you’ll behave. This is
the foundation of your company culture.
Are your values the foundation of what you want your company to be? Of how you want your
employees to act, feel and work?
Figuring out your values is hard, and it’s at this point where many companies give up – but
don’t. Your values will guide your daily actions and decisions.
Start with examining what values you share with your executive team. What are you passionate
and emotional about? These are your values, and this is where company culture lives.
Take Company X, for example. It puts a premium on innovation, the pursuit of excellence,
integrity and helping the community. Those values are a part of who they are, who they hire and
how they conduct business every day.
Step two: Take the temperature

You can’t talk about creating company culture without talking about employee engagement.
Disengaged employees cost a company money, productivity and morale.
Use your employees to help find where you’re lagging in the company culture department. A
culture survey (aka climate survey) is a great place to start.
Some sample questions and topics covered in a culture survey:
 Is the employee’s opinion valued?

 How many times in the past three months has your supervisor recognized you for
something done well?
 Do you have the resources and tools you need to do your job?
 Do you feel like your manager listens to you?
 Do you feel like your benefits are fair and marketable?
 Are you satisfied in your job?
How many employees participate in the survey can be telling. If there is a lot of distrust in your
organization, the participation rate among employees is going to be pretty low. That’s a red flag.
Trust is key in creating company culture – if your people don’t trust you, they’re not going to
follow you. Take this as an opportunity to build that trust. Use a third party to conduct the survey
and make it anonymous for your employees.
If you conduct a culture survey, commit to doing something with the results. You don’t want
your employees to take the survey and not see any outcome. It will underscore any reason they
may have for being disengaged.
A culture survey will show you what your employees think, how they feel about their job,
workplace, co-workers and managers. Use this information to see how your newfound company
culture and values align with the current climate.
Step three: Get buy-in

Before you finalize your company culture and values, be sure to ask for your employees’ input.
After all, it’s their workplace that’s going to be directly affected by these decisions day in and
day out.
Conduct a focus group with employees from different departments, experience levels and job
titles. No supervisors, manager or executives. Just the employees. Have them review the mission,
vision and values and give their input. Again, you’ll want the help of a third party.
Employee feedback can be eye-opening and affirming. What you thought would be a marginal
issue may rank higher for your employees; and what they find compelling may not have
registered high on your meter.
In the end, it’s your company, your vision, your values. But if you’ve hired people you trust, then
it’s worth hearing what they have to say.
You and your executives should review the feedback and make tweaks as you see fit. Once you
have the final version, you need a commitment from your management team to live these values
every day at work – you all must walk the walk.
Things to consider as you move forward:
 Do you have the right leadership team in place that models your values?
 Does your company attract like-minded, talented employees?
 Do your values challenge the team to be the best?
 What opportunities are there to be involved with your employees?
You don’t want your employees to be able to say: “Well, they say it. But they don’t do it.”
How you and your management team act will be the litmus test for employees. And it starts with
their supervisors. If the leadership has done a good job hiring supervisors and employees, your
company’s culture should be transparent from the top down.
Step four: Roll it out

How do you make culture an innate part of the organization? It’s more than putting it on a poster
that hangs in the break room.
Your company culture is a living element. It affects all aspects of the organization: From the way
you conduct performance reviews to the way you acknowledge people, it all ties into your human
resources infrastructure.
It will reflect on how you hire, onboard and fire. Your rewards and compensation practices will
be in-line with your values.
If what you crave is a strategic, competitive edge for talent, this is how you do it – with the right
culture and high engagement levels. People will want to work for you and stay. It’s not enough
to get them, you have to keep them. And some companies fall short.
Don’t be one of them. Get How to develop a top-notch workforce that will accelerate your
business and discover how to transform your business and maximize the potential of your human
resources strategy.
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by Lisa Jasper | Director, Performance Improvement Houston, Texas
4 Comments
How to Deliver Stand-Out Employee Training

and Development
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Are you one of the many companies ready to make employee training a top priority?
According to the 2014 Corporate Learning Factbook, U.S. spending on corporate training grew
by 15 percent last year (the highest growth rate in seven years).
As the demand for employee training grows, so do the delivery options for employers. But how
do you know which training format is best for your company and employees?
First, know that there are two basic goals of employee training:
1. Provide information
2. Practice new behaviors
Some skills are best taught in each training format. Let’s explore the many training delivery
methods you have to consider.
On-site classes
On-site courses are usually held in a traditional classroom format. As long as you have a room
large enough to accommodate your group of employees, typically, you only need to hire one
trainer.
Learning in a group environment boosts individual and team knowledge, refines processes and
provides an excellent team building opportunity. Any non-technical skill can be taught in a face-
to-face environment.
However, all the involved employees must have the ability to be away from their workstations at
the same time, which can be a scheduling challenge for some companies.
When led by a skilled trainer, on-site classes are effective at strengthening relationships between
participants, teams and the trainer, while keeping the individual student’s needs in balance.
For example, bringing some of your managers together for a change management course allows
them to develop new skills and build good rapport with one another. In addition, by participating
in on-site classes with your employees, you can observe their behavior, body language, tone, etc.
This can help you evaluate how meaningful the information and experience is to them. The
personal element of this training method allows the experience to be heard, seen and felt.
Best for: Fostering a team mindset. Live training classes bring employees together in one room,
helping them to develop common vocabulary and share best practices.
E-learning
Convenient and flexible online trainings allow each of your employees to participate at their own
pace without needing to physically attend a session at a particular time. E-learning courses are
often interactive and include video presentations.
Any class can be offered via e-learning because it helps with:
 Accommodating many different learning styles

 Providing consistency in training content that face-to-face sessions may not be able to do
 Needing to train classroom trainers on new content and information (making it easier to
maintain)
 Reducing large numbers of participants in a class
E-learning can train employees on technical skills and complex policies and procedures that may
be hard to articulate in a face-to-face environment. It’s also great for company-wide compliance
training or other situations where it may be hard to get everyone trained in a face-to-face setting
before a deadline.
Many times e-learning courses include knowledge checks, such as short quizzes, along the way
that help employees apply what they’ve learned, making retention of the material more likely.
These features help overcome the lack of social interaction involved in e-learning courses – the
one downside to this training delivery method.
Best for: Self-motivated groups of employees who already have access to a computer, staff-wide
training goals and very individualized objectives.
M-learning
Mobile learning or m-learning delivers training to mobile technology-savvy employees on

their handheld devices. Essentially, m-learning has been equated with any e-learning module that
can run on a portable device.
Given our short attention spans when using mobile devices, the best m-learning content is
chunked into a series of short three to 10-minute lessons. Employees must have a compatible
mobile device to participate, which may be easier than ensuring everyone has a computer to use.
Employees appreciate the convenience of m-learning and tend to be motivated to complete it.
For example, 100 percent of Merrill Lynch employees who participated in m-learning reported
afterwards that they would complete more training in this format.
Many companies leverage mobile applications like Snapguide to create how-to guides for
employees to reference on the job. Guides can include text, photos and video. Users can
also make comments, ask questions and share.
In many cases, e-learning modules and m-learning are intertwined. E-learning modules can act as
the main vehicle for content, while m-learning modules function as a tool for on-demand access
to information, learning feedback, advice, support and specific learning materials.
When it comes to m-learning, like any educational or training project, determining the process of
development most suited to the learners’ needs depends upon a number of factors. This includes:
target audiences, available budget, intended purposes and required features.
Best for: Employees who travel frequently or are otherwise challenged to find consistent,
uninterrupted time at their desks. M-learning facilitates learning “on the move,” and so it is not
static or tied to a place; it is learning within context. This may include learning while traveling,
driving, sitting, or walking; it may be hands-free learning or auditory-only learning.
Gamification
Gamification training uses game mechanics to engage your employees and help them change
behaviors, learn new skills, innovate or solve problems. Gamification is generally considered the
application of game thinking to solving problems and encouraging learning using game elements
that are appropriate.
Generally, this translates into e-learning or m-learning training courses that feel like a game – it
may contain elements such as beating the clock, accruing points and/or unlocking new
information.
For example, to learn better sales skills your employees might play a game that involves
defeating anti-sales aliens by answering questions about your products and services.
Gamification can also help supplement face-to-face training. It is important to use gamification

for the right learning outcomes versus applying these concepts to every learning event.
Best for: Problem solving, motivating people and promoting learning
How to choose the best training delivery method
The key to choosing the best training delivery method is to put your company goals and
employee needs first.
1. Start by Identifying your immediate and long-term learning and organizational goals.
2. Then, establish your criteria for measuring success.
3. Ensure the option(s) you’re considering will work well with any existing and successful
training methods you’re using.
4. Think about which format will be most convenient for your employees and most likely to
motivate them to complete the training.
5. Test out your training delivery choice with a representative group of employees to be sure it
meets your goals before you roll it out to all participants.
Remember, when determining the best training delivery method, don’t just focus on one factor,
such as employee convenience or total cost, to govern your choice. It is not the technology or
just a face-to-face experience, that causes the learning, but rather how the technology, face-to-
face session, etc. is used to support the learning process.
Your employees are your most valuable and powerful asset. Get our free guide, How to Develop
a Top-notch Workforce That Will Accelerate Your Business, a well-developed HR strategy can
help you develop a winning team.
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by Alaina Rivas | Managing Director, Support Services, Traditional Employment Houston, Texas
Hiring
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How to retain employees: Rules your

competition will hate
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No one said break-ups were easy.
It can be a detrimental setback when your top employees leave. But it hurts worse when they
leave for a rival.
All the time and money you spent hiring, training and growing your people suddenly becomes a
gift to your competition.
This is the side effect of a growing U.S. economy experiencing a shortage of skilled workers.
The thirst for further growth has companies poaching talent.
The good thing is you know you’re doing something right if your competition sees value in your
employees. You just need to find out how to keep your employees around.
But before you go pleading for them to come back, here’s how to retain employees.
1. Find your top performers

Your competition is only interested in your top-performing employees.
One reason Michael Jordan is regarded as arguably the best basketball player of all time is
because of his lack of fear during crunch time. Winners want the ball during crunch time. Your
top performers will have this same mentality. These are employees who want to be challenged
and will often exceed expectations.
There are a number of ways to determine who the “Michael Jordan” is on your team.
Start by finding a way to measure your employees’ performance so you can set goals and
expectations. This is especially helpful for new employees. These metrics will help you give
your employees clear direction and ensure their work stays on track.
Take advantage of performance reviews to see where your employees are going above and
beyond, and where their weaknesses are.
If necessary, look past money and numbers to find out who is trying to excel. For example, I.T.-
based jobs can be difficult to measure. Consider productivity-based metrics that focus on your
employees’ ability to meet deadlines.
High performers want to expand their skill set. Find or become a mentor who is a trusted source
for employees to ask questions and receive knowledge. Give employees an opportunity to lead a
project. Encourage them to attend classes, webinars and conventions. These are viable methods
for employees to expand their knowledge and gain experience.
One way to filter out your top performers is to let go of employees who have already checked
out. Some companies are offering unhappy employees a “pay-to-quit” bonus. This is based on
the philosophy that employees’ happiness is correlated to the success of the company.
2. Flexibility
Your employees are human. They have kids, doctor appointments and everything that makes life
what it is. Giving your talent flexibility with their schedules can be a helpful way to retain
employees.
An estimated 13.4 million U.S. employees work from home at least once a week, according to a
study by the U.S. Census Bureau. A policy that allows for remote working will not only give
your employees a break from the office, but it also saves them time and gas money.
This simple “perk” can be a big incentive for your employees to stay.
3. Competitive analysis
You know the old saying, “Keep your friends close and your enemies closer.”
By keeping tabs on competition, you’ll have an edge when it comes to retaining and recruiting
top talent.
Take advantage of job websites such as Glassdoor or LinkedIn to find out how your competition
stacks up when it comes to compensation, benefits and culture. Use this as a comparison to your
own offerings. If you meet or beat the criteria, then it should increase your chances of retaining
and attracting talent.
4. Communicate
“Good job.”
An occasional simple form of recognition like this could be all that’s needed to keep employees
motivated.
Take note of your employees’ achievements. One of the easiest ways to keep employees happy is
to let them know that their accomplishments are being noticed. Don’t wait for their annual
performance review.
Consider asking employees how they like to be rewarded. They may just be looking for a pat on
the back. You might be surprised which methods they find most appealing.
5. Compensate
Consider performance-based incentives that give your employees a chance to earn more money.
After all, who doesn’t appreciate the opportunity to earn a bigger paycheck? Plus, it’s extra
income you don’t have to find in your budget. They’ll bring it in themselves.
Performance bonuses are common in professional sports. For example, Indiana Pacers guard
Paul George received a $7 million bonus when he achieved the honor of being selected to the
All-NBA team in 2014.
If you have employees who are tied to sales, consider offering them commission on top of their
base salary.
Outside of health care insurance, research ways to offer your employees a wider variety of
benefits. This could include investments, such as stock options and 401(k) retirement plans.
If your business resides where a majority of your employees use public transportation, consider
offering commuter assistance.
Also, make sure your employees are given an adequate amount of vacation time or the
opportunity to earn more.
Educational assistance is a nice incentive as well, especially if you want employees to expand
their skill-set.
6. Workplace amenities
Have you ever attended a meeting in a boat that was docked inside your office? If you answered
“yes,” then you probably work at Google.
While an in-house boat might be out of your budget, consider other alternatives.
Simple niceties, such as free coffee, can go a long way when it comes to making your employees
happy and boosting productivity. In fact, more than two-in-five employees say they’re less
productive without coffee, according to CareerBuilder.
You should also consider your employees’ workspace. Do you provide comfortable place for
them to work? Can they easily communicate with their coworkers? Are there any tools,
equipment, software or resources that could make their job easier?
These simple gestures can help you win your employees loyalty.
7. Avoid new job titles

Some employers see job title changes as a cost-efficient way to retain employees and boost
morale. But it’s not as effective as you might think.
In a 2013 study, nearly half of employers (47 percent) reported that they usually or always hire
candidates who have held the same job title as the position they’re hiring for, according
to CareerBuilder.
Therefore, giving your employees common job titles makes them an easy target for hiring
managers who work for your competition. Businesses such as Zappos and Sun Hydraulics don’t
even use job titles.
While this may keep your competition from poaching your talent, your employees might not be
too thrilled about the idea of a title-less position. Be sure to talk to them, and weigh the pros and
cons before doing away with job titles.
8. Non-compete agreements
You have to accept that no matter how happy your workers are, some are eventually going to
leave.
If you have employees who have access to sensitive information on a consistent basis, their
departure could lead to damaging consequences. If this is a concern, then a non-compete
agreement could be a good way to protect your company.
But be aware, the effectiveness of these types of contracts varies from state to state. In
Massachusetts, for instance, politicians have feuded over the idea of outlawing non-compete
contracts altogether.
If your employees don’t have access to vital information, then a non-compete agreement could
open yourself up to public criticism.
This was the case when an employee of New Jersey-based sandwich maker Jimmy John’s
posted the company’s non-compete agreement, which outlawed employees from joining
competing similar companies. These agreements should be limited to high-level executives or
employees with confidential information.
You also have to consider if a non-compete contract requirement will push away potential talent.
Some might see them as intimidating.
Remember that most non-compete agreements have time constraints that eventually expire. You
also have to consider the costs if you were to pursue a lawsuit.
9. Exit interview
Not all employers take advantage of exit interviews. But this could be your best opportunity to
receive a raw, honest response from employees before their departure.
Use this opportunity to ask why they are leaving. They may tell you why they found your
competition more appealing and how you can prevent the departure of further employees.
Make it clear that you’re there to listen to their experiences, feelings and judgments. Assure
employees that their feedback will not result in any negative consequences. Remember that
they’re doing you a favor by giving you advice.
10. Don’t burn bridges

While it’s easy to be bitter about your employees’ exit, it’s important to make their departure a
positive experience.
Focus on their contributions to the company and goals they’ve met. Encourage them to touch
base periodically with their new venture.
Remember that there’s always a chance an employee could return to your company in the future.
Moreover, you don’t want a disgruntled ex-employees spreading their negativity to other
potential candidates or posting negative reviews about your company online.
Are you doing enough to attract and retain top talent?

A new report says that 61 percent of small businesses worry about sourcing enough candidates
for key positions. This free report gives the information you need to compete with big businesses
for the nation’s top talent.
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by Amanda Novakovic | Senior Human Resource Specialist Dallas, Texas

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5 hidden costs of employee turnover

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The cost of employee turnover goes farther than many people realize.
There’s the direct cost of replacing that employee, which can run into the thousands of dollars.
But there can be other, indirect costs to employee turnover.
Some of these costs can impact your business right away, while others have a more long-term
negative effect.
Here are five hidden costs to watch out for when employees leave your organization and steps
you can take to avoid or reduce these losses.
1. Turnover can damage your employer brand

All organizations must deal with turnover. The way they manage it makes a big difference in
how employees, partners and customers perceive it.
Frequent or poorly managed turnover can stress employees and erode relationships with
customers and partners. Then, a cascade of dissatisfaction can increase turnover.
It can also brand your company as dysfunctional. That can reduce the number of candidates you
have for the positions you need to fill, increase your time to fill jobs and increase your cost per
hire.
This is a worst-case scenario, and it doesn’t happen overnight. You can avoid it by understanding
and managing these other costs of employee turnover.
2. You may lose valuable knowledge and relationships
Each of your employees builds knowledge over time that’s unique to them and helps the
company.
For example, a sales team that loses a key player also loses the detailed knowledge that
employee had about:
 Customers’ needs
 Budgets
 Contact preferences
If those customers feel your team’s service decline after that employee leaves, you may lose their
business.
In a manufacturing plant, a senior line worker leaving may mean losing knowledge of how your
machinery operates when it needs maintenance or repairs. That knowledge loss can lead to costly
production shutdowns and emergency repairs if equipment breaks.
To avoid this hidden cost or reduce its impact, there are several steps you can take:
1. Develop and follow a succession plan for your team or department.

2. Make time for junior workers to shadow senior employees to pick up on their nuanced
knowledge.
3. Prioritize information sharing, so that employees are “cross-trained” in other team
members’ roles.
By building a culture of knowledge sharing and planning for knowledge transfer, you can reduce
the likelihood of turnover-related information losses.
3. Team productivity can take a dive

Often when one person leaves a team, the team is in effect down two people for days, weeks or
even months:
 The departed employee

 The person responsible for finding and training a replacement
Until the position is filled, the manager must focus on finding the right person. Once a new hire
is on board, the manager or a top-performing team member needs to devote time to training the
new employee.
The need to focus on hiring and training can impact the whole team as they pick up the former
employee’s work plus any work the training manager no longer has time for. When team
members have too much on their to-do lists, their engagement level and their effectiveness can
suffer.
It may not be possible to completely avoid a drop in team productivity after an employee leaves.
However, there are things you can do to manage and reduce the impact.
1. Resist the urge to put a body in the position as quickly as possible.
A bad hire can be extremely costly, because it often leads to more turnover and lost productivity.
2. Determine how management can support the team until a qualified candidate can be
hired.
If the position is purely tactical, it may be wise to bring in a temp until you can make the right
hire. Otherwise, you may have to divide up the work among the team.
3. Talk with the team about how to redistribute those responsibilities until you make a
new hire.
Emphasize that you want to find someone who’s a good fit for the role and the team, and that
may take time.
By managing the team’s expectations and getting their input on the division of extra work, you
can reduce the sense of overwhelm that your team might otherwise feel.
4. Employee development can stall out

When a team suffers from frequent turnover, there can be another opportunity cost: development.
Managers focused on filling positions and training new hires may not have the bandwidth to also
keep up with succession planning, cross-training and employee development.
Even if the managers do have time to focus on hiring and developing existing workers, team
members may be too busy with extra responsibilities to follow a development plan. Over time,
this can feed a negative cycle, in which the team’s development and performance lags, which
leads to more turnover.
To avoid getting stuck in this costly loop, make fixing your turnover issue your top priority.
Trying to move a team forward with constant turnover is like trying to sail a leaking ship. Until
you plug the leak, you won’t get anywhere.
To “plug the leak,” you must understand what’s causing your turnover problem:
 Is your pay competitive?

 Do employees feel supported and engaged?
 Is it a cultural issue?
One effective way to stem turnover problems is to gather information from your people. Exit
interviews for all voluntary separations can help you understand why they left. Climate surveys
can show you what your employees think of the organization right now.
However, if you conduct climate surveys, you must be willing to implement changes based on
the results. Asking for employee input and then not acting on it can backfire and lead to more
turnover.
Once you take steps to cut turnover, you should be able to focus more on employee development.
5. Turnover can disrupt team dynamics

Even a single employee departure can affect the way your team works together. Having a
knowledge-sharing plan in place and managing expectations for productivity and development
during hiring searches can help.
It’s also important to monitor the way an open spot affects team members individually. Top
performers are often impacted the most by turnover, because they’re so strongly motivated by
teamwork and shared goals.
They may find themselves stressed or discouraged by the departure of a teammate. Other
employees may complain about the extra work they’re taking on, or the uncertainty of when the
open position will be filled.
To counteract changes in your team’s attitude, make sure your top performers know you
appreciate their work. And manage complainers so their venting doesn’t create a contagious
culture of negativity that can lead to more turnover.
By managing expectations, keeping communication open and supporting your team, you can
minimize hidden cost of employee turnover and keep your people on track to reach their goals,
even when you’re a team member short.
Do you want more insights on reducing turnover and increasing employee engagement?
Download our complimentary e-book, How to develop a top-notch workforce that will accelerate
your business.
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5 steps to creating career development plans that

work
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A well-thought-out employee development plan provides your employees with opportunities and
clear direction on how to increase their skills and advance their careers. And with a more
expanded skill set, they have more tools to help your business forge ahead. It’s a win-win for you
and your staff.
But an employee development plan or program shouldn’t be created off the cuff. Follow these
five steps to help make sure your employees’ development plans are on point.
Step 1: Consider business goals

Before you set objectives for employee development plan, try to align their development needs
with your company’s business needs.
Consider your long- and short-term business objectives. Do you need one of your salespeople to
move into a district manager role? Does someone in accounting need to learn to use and
implement a new software?
Once you’ve identified your objectives you can identify the necessary skills, knowledge and
competencies that support those goals.
For example, if your business will be going through a growth spurt, you may need additional
leaders. What skills do these leaders need? Do any of your current employees have the skills – or
capability and desire to learn the skills – needed to move into these roles?
Developing internal candidates to bridge the gap between current employee skill sets and skill
sets needed for the future would be of great value to the company.
Putting time and effort into employee development now can save you time and money on
recruiting, onboarding and training outsiders. Plus, creating a career path and demonstrating
advancement and promotion opportunities through development can help you retain top talent.
Step 2: Talk to your employees

Don’t assume you know your employees’ skill level and career aspirations.
Talk with each of your team members to get a better understanding of what their career goals are.
You should also ask your employees to assess their own work and discuss any challenges they’re
having in their current position. In what areas do they struggle the most? Would they benefit
from additional training, mentoring or a stretch assignment?
Some of your employees may already have development goals in mind, but don’t know how to
get started or if the company will support those plans. Other employees may not realize you see
potential in them or need encouragement to reach for the next step in their career.
For instance, Samantha may be terrific at sales, but resists the idea of learning Excel or the
budgeting process. She may remain reluctant until you help her understand that those skills are
required to move into sales management, her ultimate goal.
By talking to employees, you can work together to figure out what role your business can play in
their plans as well as what opportunities you can offer them.
Step 3: Recognize potential vs. readiness

As you assess your staff, it’s important to remember that there’s a difference between potential
and readiness. For example, Michael may have the potential to become a super star manager, but
isn’t yet ready to move into that role.
Readiness comes in a variety of forms, encompassing desire, skills and experience. Michael may
be interested in moving into that management role you see for him – but not yet. He may be
caring for elderly parents or young children and doesn’t want to travel as much as the new role
would require. Or, he may need two to three years of progressively more complex assignments in
order to master the project management skills required in the new role.
Keep in mind that not every employee wants to – or should – move into management, no matter
how good they are in their current position. Leaders often make the mistake of thinking that
someone who is great as a salesperson or widget maker (potential) will in turn be great at
managing the sales team or widget manufacturing (readiness). Doing versus managing are very
different skills sets and pushing an employee into a job they aren’t ready for can have
devastating consequences.
Step 4: Consider all types of training and development

Now that you know what the objectives are, it’s time to figure out how your employee will
acquire their new skills.
Developmental programs don’t have to be expensive and may take numerous forms. Formal
classroom training or online courses are only one way to help your team expand their talents.
Most learners need to be engaged to deeply learn a new skill or gain knowledge. That’s why
other types of development may be even better than a course, and include:
 Stretch assignments and special projects

 Working directly with a subject matter expert
 One-on-one coaching and mentoring
 Local networking groups
Taking on pieces of the next job up the ladder is a particularly good way to prep to take over the
whole job one day. It gives less experienced employees the chance to learn and grow, and builds
your bench so you can promote from within.
Step 5: Create a plan for before, during and after

Once you’ve identified some specific learning opportunities, create a plan with specific and
timely goals. It’s much more difficult to measure an employees’ progress when the objectives are
vague, overly broad or don’t have a deadline.
Next, what is it going to take to put your employees’ plan into action? Is there any prep work that
needs to be done? Is anyone else involved? Will the employee need to take time away from
work? Will someone else need to cover for them while they’re training?
Before the training or new assignment starts, make sure your employees understand why they’re
being asked to learn this new skill, what you expect them to learn and how this benefits the
company and their careers.
After training, help them apply their new skills in the workplace.
You’re spending a considerable amount of time and possibly money on helping your employees
improve their skills. To get your greatest possible return on investment, your employees need to
be able to put those new skills to work in your company.
Set up some opportunities where your employees can quickly apply the new skills to the job and
get feedback. This will help them reinforce and refine their new skills. If they don’t use the new
knowledge when it’s fresh, they’re likely to lose it.
The takeaway
Creating a employee development plans not only helps you make your workforce more effective
and knowledgeable, but you can also improve employee satisfaction. And when your employees
are happy, they’re less likely to go looking for work elsewhere.
How effective is your employee development plan? Learn how to design a powerful people-
focused HR plan by downloading our free e-book, How to develop a top-notch workforce that
will accelerate your business.
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by Dewayne Sode | Senior Business Performance Consultant Los Angeles, California
Strategy and planning
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Can you outgrow a PEO? Why middle market

businesses partner with PEOs
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Often middle market companies find that while the primary functions of their company have
matured, the development of their human resources (HR) infrastructure has lagged behind.
Whether your goal is to become a publicly traded company, attract more investors or even sell to
a larger business, a robust HR department is essential.
Why?
When your company matures into a middle market business, the challenges you face evolve in
scale and complexity. At the same time, you may find yourself navigating whether to continue
growing or sell your company.
Meanwhile, as employee headcount rises, your HR infrastructure must scale and become more
specialized. Otherwise, everyday tactical HR functions will consume your team. These
administrative tasks include addressing issues related to:
 HR-related government compliance and reporting

 Benefits and COBRA administration
 Leave of absence compliance and support (FMLA)
 Employee relations issues
If your HR department is tied up with those basic functions in a growing business, then they will
have limited time to work on more strategic initiatives such as:
 Leadership development
 Employee recruitment and retention
 Employee engagement
Ignoring strategic HR initiatives would be a mistake for many reasons, some of which may
impact your bottom line.
Yet it can be a challenging and costly endeavor to build an internal HR team equipped with the
specialized knowledge required for your company.
And by the time you realize your HR strategies aren’t optimized to meet your evolving needs, it
might be too late to build out a robust in-house team. Finding the right specialists takes time and
effort.
To sidestep those potential pitfalls, many successful middle market businesses seek out
a professional employer organization (PEO).
The PEO value proposition for middle market

Working with a PEO and its team of specialists familiar with the HR opportunities and
challenges that come with growing a business, you can equip your company with immediate,
scalable HR infrastructure and capabilities.
These knowledgeable professionals (and the HR technology they bring to the table) can help
support the business and help you achieve sustainable long-term growth.
With a strong, people-centered and budget-wise HR strategy, you can create a more robust
company culture, one that attracts and retains top talent by improving your employer brand.
All of this can lead to operational efficiencies and real cost savings.
Why go it alone – and risk falling short of your long-term organizational goals with clunky,
insufficient HR strategy and infrastructure – when you can work with individuals who’ve
worked alongside other successful leaders and businesses?
HR challenges that middle market companies face

The term “middle market business” encapsulates a wide range of businesses in various stages of
their life cycle. They tend to employ 150 to 3,000 employees and have annual revenues of at
least $10 million, according to the National Center for the Middle Market.
While the companies in this size range vary greatly, there’s some common issues they tend to
face.
1. Your HR team is embroiled in their transactional administrative duties
Does the majority of your HR department’s time get sucked into the reactive world of HR?
Between compliance concerns, benefits questions and employee relations issues, these tactical
HR tasks can be never-ending.
Perhaps your HR professionals have great, proactive ideas and skill sets – but never enough
hours in the day to bring them to fruition.
Instead, forced to focus solely on the basics, your HR staff never realizes their collective, full
strategic potential – limiting your HR capability to being a cost center.
Meanwhile, your bottom line never benefits fully from your team’s breadth and depth of
knowledge.
2. You have disparate technology systems
Often a company’s employee information is spread among multiple technologies, such as:
 Applicant tracking and recruiting

 Employee onboarding
 Payroll, and time and attendance
 Benefits and COBRA administration
 Performance management
Without proper integration, these disparate systems can create inefficiencies in workflows and
hinder reporting capabilities.
3. Your health care costs are rising and becoming harder to forecast
As one of the most expensive items on your employer costs sheet (next to payroll), the cost of
health benefits is inherently difficult to manage.
For your CFO, the inability to accurately forecast benefit costs for the next renewal is probably a
major challenge.
Why middle market businesses partner with a PEO

With the right PEO partner, your middle market business can address those HR challenges and
reduce and contain costs.
Yet, for many business leaders, PEOs are unfamiliar, or they think a PEO is meant for a smaller
business. And there’s a lot of misperceptions about how PEOs function – and the size of business
a PEO can serve.
So, let’s take a closer look.
A PEO enters into a service agreement with your company. Through this arrangement, the PEO
contractually assumes certain employer-related HR functions, such as payroll and benefits, while
you focus on running the business.
Consequently, middle market businesses and their employees gain certain benefits and
advantages.
1. Your HR staff is relieved of many tactical, time-consuming HR tasks
With a PEO, benefits administration and many other transactional HR duties no longer fall on
your in-house HR team. This can leave them with significantly more time to pursue strategic HR
initiatives.
Under the PEO’s agreement with you, the PEO becomes a co-employer of your employees and
assumes many basic HR administrative tasks and employer obligations.
2. You’ll inherit instant HR infrastructure
A well-established PEO will typically offer a human capital management (HCM) system that
organizes and streamlines important employee data and related processes into one integrated
system, which can also include predictive analytics and benchmarking.
This can result in more sophisticated reporting in areas such as:
 Headcount
 Turnover
 Diversity and inclusion
 Tenure
 Compensation
3. You’ll have access to knowledgeable HR specialists

The HR practices that worked when you were a smaller company probably need to be upgraded
or altered now that you’ve reached a certain size. Scale is required to enable future growth.
A PEO that regularly serves middle market companies can provide insights to HR-related growth
challenges and establish best practices through subject matter expertise.
To put it another way, a PEO’s service team becomes an extension of your HR staff.
4. You maintain the ability to scale HR support up or down as needed
A PEO designed to support middle market businesses will offer services and infrastructure that
grow alongside your business.
As headcount expands from 150 to 500 and beyond, a PEO not only provides scale but also
speed of execution.
5. Employees get access to high-quality, PEO-sponsored employee benefits
Your employees get access to cost-effective, comprehensive PEO-sponsored benefit plans. As

the plan sponsor, the PEO maintains responsibility for the administration and management of
those benefit plans.
This means the middle market business no longer has to worry about:
 Vendor selection and negotiation

 Benefits enrollment and administration
 Compliance with regulatory requirements
That translates to cost savings in terms of time, energy and money for the company.
6. Businesses can better predict their employer costs
Your company can contain employer expenses and establish budgetary certainty more effectively
with a PEO.
PEOs often offer multiyear agreements that put caps on the PEO’s ability to increase its fee to
offset the PEO’s costs in areas such as medical coverage and workers’ compensation insurance
coverage. This allows for budgetary certainty over a multiyear period.
How a PEO works alongside your existing HR team

Although joining a PEO is a form of HR outsourcing, for middle market companies it becomes
an HR “co-sourcing” relationship.
A PEO’s resources are meant to supplement and support your internal team.
This creates a scalable infrastructure and an enhanced capability to serve your employees,
improve efficiencies and enable business growth.
The takeaway
If you’re a midsize organization that believes your people are your most important asset, then a
PEO can help you:
 Unburden your company from tactical and administrative minutiae

 Inherit instant HR infrastructure that enables your business to scale
 Become recognized as a top place to work
 Achieve overall cost reduction, containment and forecasting over a multiyear period
To learn more, download our complimentary e-book: HR outsourcing: An essential guide for
middle market businesses.
HR outsourcing: An essential guide for middle market businesses

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by Kim Castro | Managing Director, Recruiting Services Houston, Texas
Hiring
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The high cost of a bad hire – and how to avoid it

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Bad hires are an incredibly common problem in the business world. And they impact businesses
in more ways than you might think – both monetarily and non-monetarily. You may be surprised
to discover how quickly the cost of a bad hire adds up and how prevalent the issue is.
Consider these results of a 2017 CareerBuilder survey:
 The average cost of one bad hire is nearly $15,000, factoring in the recruiting,
interviewing and selection process; training; and salary.
 Two in three workers have accepted a job that they later realized was a poor fit. Half of
these workers quit within six months, causing their employers to start all over again with
filling the position.
 74 percent of employers say they’ve made a bad hiring decision.
Defining a “bad hire”

Who exactly are we talking about when we reference bad hires?
Common qualities associated with bad hires include people who:
 Misrepresent their skills or knowledge during the recruiting and interview phases
 Fail to meet minimum standards for performance and quality of work
 Immediately want to discuss PTO and other benefits rather than their new role or the
company – they’re clearly focused on themselves and how your company can help them,
rather than the reverse
 Lack commitment and engagement (ex., arrive late, leave early, take long lunch breaks)
 Have a negative attitude – a particularly dangerous quality because negativity can be
contagious in a workplace
 Don’t fit within your workplace culture or struggle to get along with colleagues
 Don’t have the right personality for the specific job they were hired for
 Display poor judgment in making decisions
These qualities are usually obvious within a short period of time after a candidate accepts and
begins a job with your company.
Hiring the right people is so incredibly important. After all, your people are what make your
organization. When a new hire doesn’t work out, it can be very painful for your company.
Seven ways bad hires can cost you big time

1. Lost productivity
Employees who don’t have the necessary skills and know-how will struggle to pull their own
weight. This can lead to costly errors and slow completion of work.
Although your managers should train new employees and help get them settled into their role,
there comes a point when your workers should be able to do their job without ongoing oversight.
Whether it’s lack of skill, poor behavior or some combination, constantly meeting with workers
to address performance issues takes up hours that could otherwise be devoted to running your
business.
2. Lost time spent on recruiting and training

The recruiting process can be time consuming and lengthy. It includes these core tasks:
 Writing a job description

 Posting ads
 Contacting active and passive candidates
 Screening resumes
 Following up with qualified applicants
 Conducting interviews and background checks
 Submitting and negotiating offers
How long will this all take?
It depends on the position you’re trying to fill. A good rule of thumb is at least four to six weeks
from when you start the recruiting process. However, it can take much longer to recruit for a
specialized position requiring unique skills.
All the while, your position remains unfilled and you’re forced to shift your focus away from
money-making activities.
Remember, recruiting your new employee is the only the first step to filling your position. After
a candidate accepts your offer, they’ll likely need to give their current employer two weeks’
notice.
And when it’s finally time for them to join your team, you can’t just throw them into their new
job. Even if they’re highly skilled and knowledgeable, with years of experience, they’ll probably
still need some time to learn about your company’s processes, current projects and customers.
Plan on spending at least a few weeks training your new employee.
If a new hire doesn’t work out, you’ve just wasted a lot of time.
3. High costs associated with recruiting and training

Downtime isn’t the only costly part of recruiting and training a new employee. You’ll also have
to shell out cash each time you advertise on job boards, administer assessments and run
background checks.
Perhaps a candidate isn’t local. You may have to fly them in for an interview – you may have to
pay for airfare, transportation and hotel accommodations, too.
Training your new employee also comes with costs. You may need to create new training
materials or pay for training courses. For on-the-job training, one of your employees – typically
the hiring manager – can help your new hire get up to speed.
4. Damage to employee morale and workplace culture

Confrontational or difficult workers are a major hindrance to your other employees. Personality
clashes within your team can make for a stressful and distracting work environment. Skirmishes
and gossip can make it hard for employees to focus on their work.
When bad employees drop the ball, your other employees are forced to pick up the slack. This
can create resentment and bitterness among your workers, which results in a toxic environment.
The promise of not having to deal with a problem co-worker can encourage your other
employees to leave. Widespread employee turnover is also incredibly costly to businesses.
5. Unhappy clients
Your clients have certain expectations of your business.
An ill-equipped employee can be either overwhelmed or underwhelmed by their job

responsibilities and make mistakes, overlook critical details and provide poor customer service.
Your clients won’t stick around if the quality of your product or service takes a nosedive.
And usually, bad hires only do the bare minimum. They won’t go out of their way to drum up
new business, take advantage of opportunities to strengthen client relationships or make sure
clients are satisfied with their service.
6. The ding to your company’s reputation
Think of your employees as ambassadors for your business to the outside world.
An employee who doesn’t represent your company well can repel prospective new clients,
partners, vendors and other job applicants. They may see your employee behaving
unprofessionally or lacking critical knowledge and think, I don’t want anything to do with this
company if that type of person works there.
An increasingly prominent example of this is employee activity on social media sites, which can
be a major headache for business leaders.
7. Exposure to liability
Depending on their role, bad hires can make your business vulnerable to legal action that could
cost you – from both inside and outside your organization.
For example, an employee who lacks professionalism – behaving impulsively or inappropriately

toward colleagues and clients – can get your company in trouble. Think sexual harassment
lawsuits or discrimination.
Employees who just can’t seem to grasp their job responsibilities and work processes, or who
lack critical knowledge and experience, can also make costly mistakes or oversights that land
your company in hot water.
Summing it all up
The cost of a bad hire is high and wide ranging, encompassing both monetary and non-monetary
impacts to businesses.
To avoid bad hires, first it’s important to understand what a bad hire entails and the types of
havoc it can wreak. Then learn to recognize the red flags. This will then help you be better
prepared to attract and retain the best employees for your company at the outset of the hiring
process.
For more information on getting the hiring process right the first time, download our free
magazine: The Insperity guide to building a better team: How to attract, recruit and hire top
talent.
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How to create SMART career development

plans for your employees
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Does your business use annual reviews to motivate and guide employees? Believe it or not, that
process doesn’t have to be something to dread.
By adding the SMART GROW theory to your review process, you can change the annual
review into a living, breathing thing that helps your employees understand their roles in the
company’s success, and done right, becomes a tool for professional growth.
What’s SMART GROW?
SMART and GROW are two popular acronyms that are used as guidelines to shape career
development plans. SMART stands for:
GROW sometimes gets added to SMART for added structure in shaping a career development
plan. GROW is another, complementary method of performance management and coaching
created in the 1980s by Alexander Graham, Sir John Whitmore and others. It stands for:
These acronyms work together to keep managers and employees organized as they think through
what the employees really need to do in the coming year.
Working together
Before sitting down to work on a career plan, both manager and employee should think through
the coming year’s goals, using SMART and GROW as guides. Some standard questions to
consider include:
 What do we most need to accomplish this year? How will I contribute to that?
 How can I contribute to the business achieving its goals?
 What skills do I need to acquire to do a better job? How can I improve those skills?
 What time and money is needed to achieve this goal?
 How will we measure progress?
 How realistic is this goal?
At its best, a SMART career development plan will reveal what you and your team need
to do to accomplish your departmental and individual goals.
As supervisor, you should communicate beforehand any company-wide goals required by
everyone, such as “cut travel spending by 10 percent” or “ways to go paperless” (specific,
measurable).
Encourage the employee to consider realistic goals as well as goals that require the employee to
stretch, to learn something new, or be challenged. Meanwhile, you should consider where each
employee is in his or her career. Someone two years from retirement will have different
goals from an employee with only five years of work experience.
The employee’s goals should be compliant with business and departmental needs, as well as help
the individual grow as a professional.
When you meet to discuss the coming year’s goals, you’ll need to make sure goals are written to
accomplish what’s really needed.
For example, you and Bob meet and he proposes that he increase his sales 10 percent over the
previous year (specific, measurable, time-bound). You both agree it’s attainable. However, the
way you rewrite Bob’s goal needs to address the underlying issue – what stands in the way of
Bob getting more sales.
You should reword the goal so that Bob is motivated to improve his selling skills through more
training or mentoring (obstacles, way forward). The real goal is for Bob to sell more consistently
throughout the year, not just capture one big sale that launches him to his 10 percent goal (goal,
reality).
Reality vs. dreams
Employees often have lofty ideas about what can be accomplished, but 70 percent of their goals
needs to be attainable. That’s where the ideas of measurable, specific and timely goals can shape
your conversation.
Another example of a tangible, company-oriented goal might be “get a notary public license to
save company time/money” (specific, measurable, attainable, relevant). If an employee wants to
work on a college degree unrelated to your business, it’s outside the purview of your
organization and therefore not relevant, to your company at least.
A SMART career development plan differentiates itself by being a living document.

Multi-year goals such as education, replacing the accounting system or reducing turnover and
absenteeism can be a special problem for career planning. Yes, these are goals that definitely
benefit the company, but may not be something that can be accomplished in a single year.
In the case of such desirable long-term goals, you’ll have to work with the employee to create
multi-layered results that reward incremental progress. For example, your supervisor may be able
to decrease absenteeism by 5 percent in the first year, with a goal of 25 percent in year three
(measurable, time-bound).
Another example: Rather than a vague goal of increasing morale or decreasing turnover, write
the goal to include something tangible and attainable, such as “hold one team-building activity
every quarter,”(measurable) or “hold exit interviews with 75 percent of employees who
leave”(measurable, attainable). And even though it may not spell it out, the natural result of
completing such goals will lead to lower turnover and increased morale.
Remain Flexible
It’s important that you and your employees talk regularly about what progress they’re making
toward their year-end goals. A SMART career development plan differentiates itself by being a
living document.
Say your employee hasn’t had time to register for and take classes for her notary public
certification. In a monthly conversation, you might identify why and make suggestions for
projects that can be delayed or moved to another employee so that she can accomplish this goal.
Another advantage of revisiting the plan monthly or quarterly is that it allows you and the
employee to make new goals should business priorities change.
For instance, layoffs may mean that your employee has taken on the work of three people or has
totally different responsibilities. In such cases, a quick review and redesign of the career plan can
help you both stay on target.
At its best, a SMART career development plan will reveal what you and your team need to do to
accomplish your departmental and individual goals.
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by Stacy Hall | Senior Strategy Consultant
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How to create a business plan that helps

optimize your HR strategy
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A written plan is the foundation for a successful business launch, major expansion or change in
direction. But writing an effective business plan can be a challenge, starting with the structure
your plan should take.
What, you might ask, does creating a business plan have to do with human resources (HR)?
As you better define and understand your business and customers, you can:
 Optimize how you organize and manage your people to best achieve those business goals
 Identify areas where you might need to hire or train existing staff
 Ensure that each new hire is essential to driving business goals
 Help estimate personnel costs
 Better align your mission, vision, values and culture
A well thought out business plan is a critical tool in building and maintaining a top-tier
workforce.
How to create a business plan using the Business Model Canvas

There are many ways to write a business plan, from a few notes on the back of an envelope to a
multipage document with research, financial projections and extensive notes. Each approach can
present pitfalls, however.
Jot down a plan with too little information and you won’t be able to operationalize your plan
effectively. Turn your plan into a major research and writing project and you can get bogged
down in the weeds.
One alternative is the Business Model Canvas. This is a one-page grid made of nine essential
building blocks that executives and business owners can define to map their business plan. The
building blocks are:
1. Customer segments
2. Value propositions
3. Channels
4. Customer relationships
5. Revenue streams
6. Key resources
7. Key activities
8. Key partners
9. Cost structure
The Business Model Canvas concept was developed by Swiss entrepreneur and consultant
Alexander Osterwalder and Strategyzer.com as a way for businesses of any size to plan more
effectively.
Advantages of the Business Model Canvas planning method

By defining each of the Business Model Canvas building blocks for your business, you can come
up with a business plan that:
 Fits on one page

 Is easy to understand at a glance
 Is easy to update as circumstances change
 Fosters collaboration
 Keeps planners focused on high-level elements
Let’s look at each of the nine elements above in more detail.
1 – 2. Start with your customer segments and value propositions.
To start building your plan, identify your customer segments and your value proposition for each
one. Ask yourself and your team:
 Are your customers segmented or diversified? For example, if you’re starting a software
company, you might be creating value for unpaid simple users as well as for paying
enterprise clients.
 Who are your most important customers?
 What is the need you’re trying to satisfy for each customer segment?
 What products and services will you offer to provide that value?
3. Look at your channels.
Once you’ve identified your customer segments and the value you plan to deliver, you can
identify the channels you’ll use to deliver that value. Questions to answer for this element
include:
 What channels do you customer segments prefer to use? For example, do they want
software demos in person or online?
 What are the most cost-efficient channels? Following up on our software demo example,
online will almost always be more cost-effective than in person.
4. Identify your customer relationship goals.
Next, it’s time to clarify the kinds of relationships you want with your customers.
For example, do you want to be a resource they call on as needed, or a partner whose products or
services they use every day? How will you establish and maintain those relationships?
5. List your revenue streams.
When you know the value that you offer customers and the channels they prefer, you’re ready to
consider revenue streams.
What are your customers willing to pay for the value you provide? What do they pay now for
similar products and services?
Identify all of the individual revenue streams in your plan. Then try to quantify how much each
of those streams will contribute to your overall revenue.
6 – 7. Identify your key resources and activities.

List the resources and activities required to deliver value to your customers. Elements to consider
include:
 The resources and activities you need to create value. For example, if there are raw
materials needed to produce your product, what are they and where can you find them?
 The requirements of your distribution channels and customer relationships. Will you need
a strong remote team to help customers set up and learn your software products online?
 The resources you need to support your revenue streams. For example, if you’re selling
online, will you need fraud protection resources to safeguard your revenue?
8. Think about your key partners.
Key partners can provide resources and activities that your organization can’t. Depending on
your business, key partners might include:
 Suppliers that furnish your factory with raw materials

 Technical staffing firms that provide you with support team members
 Payment protection services that monitor your online store’s customer orders for fraud
With a list of partners that you need and what you need them to do, you can start
vetting potential key partners.
9. Create your cost structure.
With all the other elements of your plan in place, you can decide how to structure your costs.
Cost-related issues to consider include:
 What are the most important costs inherent in your model?

 Which resources and activities will be the most expensive?
 Will your business operate on a cost-drive or value-driven model?
How long should it take to write your business plan?

The exact timing for how to create a business plan will vary depending on the complexities of
your customer segments and your industry.
Many executives and owners can develop the first draft of their plan using the business model
canvas in a few hours with a facilitator.
What do you do with the first draft of your business plan?

After you work through the above steps, you’ll have a solid first draft of your business plan. That
initial draft is not the final plan, however. It’s a roadmap you can consult and update as you test
your assumptions about your customer segments, value proposition, channels and other elements
of the draft.
With the Business Model Canvas method, the next step is to fill in the details on your value
proposition. Here’s where you can:
 Assess in more detail your customers’ needs and pain points.

 Spell out your process for solving those pain points.
 Start thinking about how you’ll operationalize your plan.
Make your people part of the plan.

Your people are foundational to the success of your new plan. They’ll implement it and measure
your progress.
That means you need to look at each of the nine elements in your plan and make sure you have
the right people in those roles to succeed.
For example, if one of the most promising customer segments for your business is in another
country, do you have sales, service and marketing employees who speak the local language?
Or, if you’re pivoting from in-store to online retail, does your IT department have the skills and
experience to create a great digital customer experience?
If you have talent or skills gaps in any area, you’ll need to fix them to implement your plan.
Does your plan need change management?

Managing change in an existing organization can be a key activity. If you’re creating a new plan
for an existing business, think about the change management resources you have.
 Do you need to bring on new talent to help you and your people execute your pivot?
 Could key partners consult with you on implementing your planned changes?
 Keep in mind that changes need support from the top and buy-in from management for
your plan to succeed.
Are you ready to learn more about starting or adapting your business successfully? Download
our free magazine: The Insperity guide to business performance.
The Insperity guide to business performance
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by Marcus Pantalion | Performance Consultant Houston, Texas

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How to help employees navigate change fatigue

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Organizational change is ever present. Yet sometimes change happens rapidly — without regard
for our mental well-being.
And that can be overwhelming and exhausting, especially for your employees.
Because change fatigue has the potential to impact your staff and their performance, it’s
important to learn the appropriate steps to help employees address it.
In this blog, we’ll explore:
 What workplace change fatigue looks like

 The signs and symptoms
 How to help employees cope with change fatigue
 Methods for preventing its negative effects
When change is too much

In the workplace, change fatigue can look like confusion, stress, burnout or even passive
aggressiveness.
Change-related fatigue is usually the result of top-down, management-driven change efforts —

or where employees must adjust their behavior but don’t understand why it’s necessary.
Even when employees understand the rationale behind change initiatives, this weariness can set
in when there’s an excessive amount of change that feels beyond their control (e.g., adjustments
required during the COVID-19 pandemic).
The signs and symptoms of change fatigue

When your employees seem stressed or employee engagement has dipped, the cause may not be
readily apparent.
It could be a bad manager. It could be personal life stressors. Or maybe it is, in fact, change
fatigue that’s behind it.
Beyond just a general sense of apathy, here are some specific things you may notice when your
employees experience change fatigue:
 Overwhelming cynicism and skepticism during conversations regarding your change

initiatives
 Constant questioning of the intentions of your senior leaders
 General distrust of your change management team (sometimes accompanied by mocking
or backbiting)
If you recognize these attitudes when you are communicating with your employees, you can pick
up on change fatigue early and address it promptly.
When left unaddressed, however, change fatigue can:
 Spread rapidly to other employees

 Create a toxic work environment permeated by distrust
 Result in losing people — even seasoned, high-performing employees
Strategies for overcoming change fatigue

If it’s clear you lack buy-in for addressing organizational root causes, here’s how you, as a
leader, can help employees who struggle with change.
1. Reach out and acknowledge employees’ feelings
When you have employees pushing back or if you know they’re not happy, reach out and show
empathy for how they’re feeling.
Let them know that you realize the changes are going to be hard. Then, point them toward the
desired goal, and help them imagine that future state through a positive lens.
2. Celebrate small wins
When leading change initiatives, small victories become big victories over time. With employees
who struggle with change, you should reinforce even the smallest of successes as often as you
can.
Point out when these individuals are on track with their work and attitude, encouraging them to
keep the good momentum going.
3. Acknowledge contributions and nurture a sense of ownership
Sometimes it helps when you highlight employees’ contributions and the important role their
feedback can play as you implement change.
Explain that you consider them to be key stakeholders and that your decision making is
influenced by their insights.
When you make them feel included in the planning (and not just the implementation) process,
your employees gain a greater sense of ownership and may reengage as a result.
When a more direct approach is needed

These positive approaches to dealing with employees’ change fatigue tend to work and get them
back on track quickly.
After all, emotional intelligence, healthy redirection and future-mindedness can be just as

contagious as the worst case of change fatigue.
However, there are times when a more direct approach is needed with employees who have
become especially cynical or who happen to have a lot of influence over the rest of your team.
These situations merit having a one-on-one conversation with the employee where you
communicate that:
 You can see the employee is displeased with the change process or at least their portion
of the work.
 Their behavior is impacting the group.
 You want to problem-solve and make adjustments that will help them reengage in their
work in a positive way.
 You need them to be a leader and a good role model for their co-workers.
When called for, this more direct response to employee change fatigue can be very effective as
long as you continue to show empathy while being clear about your company’s expectations.
What can be done to prevent change fatigue

At the front end of implementing organizational change, you have the opportunity to lead in a
way that prevents change fatigue and its negative effects from ever becoming a problem for you.
Here are some methods you can use to put a stop to change fatigue before it starts.
1. Manage the pace of change
It’s a good practice to pace the amount as well as the frequency of change initiatives introduced
in your organization.
So as a change leader, consider:
 Do all of our desired organizational changes we’re trying to implement need to happen as
soon as possible?
 Can you pace each change effort with a phased rollout that can be managed easier over
time?
When you take a steady, phased approach to making a series of changes, it gives your employees
time to rest and helps prevent exhaustion.
You should also build in scheduled breathers within each phase of your change plan to help
prevent burnout (e.g., a day of the week where change projects are set aside and regular
responsibilities are tended to).
2. Over-communicate to keep employees engaged
Communicate change plans early and often with everyone who will be affected by them. Your
employees need to know:
 What’s being planned and why

 When it will happen
 What they can expect
Providing this information helps you address employees’ fears surrounding change, which are
often based on unknowns that turn into change-related anxiety later on.
Another important piece of change communication is fostering feedback from employees

throughout the process. Depending on the size of your organization, this could include company
culture surveys, focus groups or meetings focused on gathering information from employees.
Remember: When soliciting employee feedback, you want them to come away feeling that not
only were their ideas and suggestions heard, but that they’re also being considered and, at times,
applied.
3. Reinforce a culture of improvement and innovation
Organizations that build their cultures around the values of improvement and innovation tend to
handle change well when it’s needed.
When employees come forward with ideas about improving processes, be open to them.
Encourage their creativity to instill confidence in their ability to be transformative and to adapt
quickly when needed.
Protecting your employees

As a leader, it’s your responsibility to protect your employees from change fatigue and the
damaging effects it can have on your organization.
To learn more about how to enact changes that positively impact your business, download our
free magazine: The Insperity guide to managing change.
The Insperity guide to managing change
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by John Dilliard | Senior Human Resource Specialist Houston, Texas

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Demoting an employee: What to know and

watch out for
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Demoting an employee may be one of the most awkward and difficult conversations you’ll have
with someone on your team. Unless an employee approaches you to voluntarily request that they
step back from their current responsibilities, it’s never easy to tell someone that they’re moving
down the organizational hierarchy. After all, this can involve:
 Fewer responsibilities
 A less prestigious title
 A loss of managerial status
 A reduction in pay
It can be demoralizing to the employee.
But it’s a very necessary conversation if you find yourself in a situation such as:
 Your organization is restructuring or has undergone a merger or acquisition. This often

requires roles and responsibilities to be consolidated and reorganized because of
redundancies.
 You realize that an employee lacks the skills for which they were hired. Perhaps they
need more training and experience, or their skills better align with a different role.
 An employee’s job performance has been suffering and you’ve been unable to resolve the
issue with coaching, additional training or performance-improvement plans.
 It turns out that an employee wasn’t ready yet for a promotion to their first managerial
role.
 A person on your team was a good employee, but a poor manager. (In some
cases, employees discover they don’t actually want to be anyone’s boss.)
Demotion versus termination

Regardless of the scenario, you’re demoting an employee, as opposed to terminating them,
because you recognize the value that they could offer your company – just not in their current
role. You have reason to believe you can correct this by shifting them into a new position in
which they can excel.
When an employee’s performance in their current role has been less than optimal, demotion may
be a viable option as one of the last steps in the progressive discipline process or performance
improvement plan before termination – if all other steps have failed.
In deciding whether to demote or terminate an employee because of performance issues, consider

whether the employee accepts responsibility for their performance and have been making sincere
efforts to improve. Or, are they putting the blame elsewhere and making constant excuses?
You’ll have to look at the individual employee and their history with the company on a case-by-
case basis.
For employees who do take accountability for unsatisfactory performance, a second chance –
even in the form of a demotion – can strengthen their loyalty to your company. Their
appreciation at getting another opportunity can motivate them to do better.
For more difficult employees who exhibit undesirable behaviors or a poor attitude, consider

whether a demotion will effect positive change if all other efforts to resolve these issues have
failed. For example:
 Do they consistently violate workplace policies or ethical standards?

 Have they ever been threatening or abusive toward other team members?
 Are they excessively negative?
Think about the optics of keeping such an employee with your organization, and the effect it can
have on the rest of the team. Weigh whether this person will truly be successful in another role,
or if they’ll carry the same bad habits and behaviors with them.
If termination is what ultimately needs to happen, be careful about using demotion to delay the
inevitable. Demotion shouldn’t be treated as a stopgap or as a “Band-Aid.” It’s not only a waste
of your company’s time and resources but demoting an employee who should be terminated can
be worse for your workplace culture, team dynamics and reputation than simply terminating
them outright.
The demotion process

Here’s the general process you should follow when demoting an employee.
1. Establish and document the reason for the demotion

You need to have a detailed explanation for how you reached this point and a clear reason why
you’re taking this action now. And it needs to be backed up by written documentation of the
employee’s history with your company. Maintain these notes in a personnel file.
This will help you to be more objective and fair in demotion conversations and can help protect
you against legal action by disgruntled employees.
2. Inform the employee

Schedule an in-person meeting with the employee in a private setting. Under no circumstances
should you tell an employee that they’re being demoted via email or text. Not only could those
means of communication seem cold and impersonal, but you need to be able to:
 Better control the delivery of the message and the overall narrative
 Convey a caring and reassuring tone and demeanor
 See the employee’s reaction
 Answer questions and engage in a back-and-forth dialogue
 Immediately take steps to keep the employee engaged
It’s always a good idea to have a witness to the conversation present. The witness could be either
an HR specialist or a manager who is at least one level above the employee being demoted. To
be sensitive to the employee, do not include any of the employees’ peers at the company –
someone at the same level as them or lower – for risk of causing unnecessary awkwardness or
embarrassment.
Provide the employee with a clear explanation for why you made this decision, as well as:
 A new job title

 A written job description outlining new duties and responsibilities
 The new reporting structure
 The impact on their pay and when those changes take effect
Emphasize that they’re still a valued part of the organization, and why. Reassure them that you
want them to stay on board and excel in their new role.
Offer your continued support as they shift to their new role. State that you have an open-door
policy.
Remind them that the situation isn’t permanent. At some point in the future, they can move to a
different position or be promoted again as organizational needs evolve and their skills further
develop.
3. Document the meeting

Just as you should document everything about the employee’s history with the company leading
up to the demotion meeting, you should also document the actual conversation in which you
inform them of a demotion.
Ask the employee to sign change-in-status forms and a letter acknowledging the demotion.
In the letter, make a distinction between the company’s mandate that an employee change
positions versus an employee’s voluntary request to change positions. This may help protect your
company from legal action, as you don’t want anyone to later claim that they didn’t understand
their demotion and how it impacted their status, work responsibilities and pay.
Include these items in the employee’s personnel file.
4. Communicate with impacted parties

It’s certainly not fun and has plenty of potential to be awkward, but as soon as possible you need
to inform the other team members who will be impacted by an employee’s demotion. For
example, it could change who they report to or increase their workload.
How you handle this will be largely similar to how you announce an employee’s termination:
 Schedule a team or department meeting so everyone receives the news simultaneously.

This enables you to prevent gossip and the proliferation of different “versions” of the
story.
 Share only the basic facts: “Employee X is moving into the role of ___.” Avoid wading
into details or explaining why – or even labeling it as a demotion. It’s simply a change.
 Describe the transition plan and how others’ roles are impacted.
 Specify where questions can be directed.
5. Execute your planned transition strategy

Hopefully, you’ve engaged in succession planning prior to demoting an employee and have a
replacement ready, or have at least selected a group of team members to temporarily assume
those responsibilities. You’ll want to have a firm understanding of the next steps to facilitate a
smooth and seamless transition.
To avoid leaving loose ends and allowing outstanding projects and tasks to fall through the
cracks, decide whether you’ll:
 Have the employee complete certain pending items.

 Reassign open tasks to other managers or team members.
 Ask the demoted employee to work alongside the individual replacing them for a set
period to brief them on their role.
Depending on the situation, it’s also possible that you’ll need to reorganize the structure and
reporting relationships more broadly across the team and redistribute workload for the longer
term.
Following your meeting with the employee in which you inform them of the demotion, introduce
them to their new supervisor. Have them undergo any additional training needed for their new
role.
6. Follow up regularly with the employee

Reach out to the employee to see how things are going, whether it’s a regularly scheduled
meeting or a more informal check-in. This accomplishes three important objectives:
 Confirm the employee is still engaged and finds their work meaningful. The last thing
you want is for them to feel as though they’ve been set aside and forgotten. Continue to
assign them to special projects so they’re still contributing and building their knowledge,
skills and experience. Remember: You kept them at your company because you felt they
had the potential to be an asset.
 Keep a pulse on the employee’s goals and how they’re progressing toward them.
 Pay attention to their attitude. Demoting an employee can be a hit to their ego, and
therefore it can complicate their feelings toward the company as a whole and the
management that demoted them going forward. Any increased negativity and pessimism
can spill over into the team and affect the people around them. If these issues exist, don’t
let them linger – maintain awareness and address them promptly.
7. Have a contingency plan

It’s always possible that things won’t go the way you planned. What if the employee refuses to
move to a new position and wants to stay put in their current role? How will you handle that?
By the time you consider demoting an employee, you’ve likely already exhausted the employee’s
options for coaching and performance-improvement plans. If not, consider what else you can do
to help the employee be more successful in their current role. Have a plan in place and be ready
to act.
Otherwise, be prepared to explain that, if they don’t accept the demotion, your only option it to
terminate them – and be ready to follow through.
Legal considerations to watch out for

Much like terminating an employee, demoting an employee may be considered as an adverse
employment action. Therefore, you need to take certain steps to reduce your vulnerability to
legal actions by employees.
The most common complaints by employees concern:
 Discrimination: The perception that you demoted an employee because of their age,
gender, race or any other protected status.
 Retaliation: The perception that you demoted an employee as punishment for an action
they took, such as submitting a complaint or taking a leave of absence.
You can safeguard your company against discrimination and retaliation complaints by:
 Accurately documenting – in writing – information about an employee’s performance

and history with your organization
 Following all company policies and processes
 Being mindful of the timing of employee demotions
Additional safeguards for other types of legal actions include:
Checking whether active employment agreements or contracts exist
If so, are there anti-demotion clauses in these documents? Violating these could lead to lawsuits.
(Typically, this is only relevant to high-level positions.)
Providing employees with sufficient notice of a demotion – and, in most cases, the
salary decrease that goes along with it
The amount of notice that you need to provide depends on your company, the complexity of the
transition and, most importantly, the state laws where you operate. Certain states stipulate how
much notice should be given to employees of reductions in pay. Make sure that you act in
compliance with the laws of the states in which you operate. At a minimum, you need to provide
notice prior to the start of a new pay period – but confirm whether your state requires a longer
period.
Avoiding ambiguity
When explaining to employees why they’re being demoted, stick to discussions about
performance, skills and behavior – concrete attributes that you can measure. Don’t use phrases
such as “you’re just not a good personality or cultural fit for our workplace.” That reasoning is
much more subjective and can expose you to legal risks when people wonder if the real reason is
discriminatory. (And, if someone’s not a good fit for the culture, demoting them wouldn’t
resolve that problem anyway.)
Summing it all up
Demoting an employee is never easy, but unfortunately, it’s a reality of managing people.
Once you’ve decided that the employee does have value in your organization and isn’t a
candidate for termination, make sure you follow all the steps in the typical demotion process
while adhering to all your company policies and guidelines.
To best protect your company against legal action, make sure to
 Document everything about your interaction with the employee

 Provide the employee with at least the minimal required notice, as dictated by the
employee’s work state, if there is a reduction in pay involved with the demotion.
For more information about dealing with employees whose job performance and skills just aren’t
up to par in their current roles, download our free e-book: A practical guide to managing difficult
employees.
A practical guide to managing difficult employees
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by Cindy Larson DeMarco, EdD, MA, BS | Middle Market Strategic Consulting Services
Manager San Diego, California
4 Comments
Business recovery and continuity: planning for

multiple scenarios
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Has your business undergone a major disruption or setback recently?
As your company moves toward the resumption of operations, one of the first tasks should be to
put together a business recovery and continuity plan that forces your team to push past
immediate and short-term thinking.
If you’re able to pause during the crisis (instead of waiting until it’s nearly over) and begin
creating a medium-term plan for how your company should adapt its operations, then you’ll be
better prepared to outperform businesses that wait to adjust.
There are three identifiable phases of crisis recovery:
1. Reaction
2. Adjustment
3. (Re)build
By working through each phase with your leadership team, you can increase the effectiveness of
both company and stakeholder responses with business scenario planning:
 First, examine any externalities and projected market movements.

 Then, compare those outside variables against your current capabilities.
 Finally, prepare your business for the emerging opportunities that result.
This model breaks the crisis recovery model into phases. Each outer circle describes where your
focus, as a business leader, should be. Phase 1 (Reaction): Your immediate response to what has
just happened. Phase 2 (Adjustment): Focus on short-term stabilization. Phase 3
((Re)Build): Decide how to move forward for the longer term. The inner circle illustrates how
crises aren’t linear. Sometimes phases will occur concurrently. Also, crises can happen in waves,
forcing you to move backward before you can charge forward.
The crisis recovery cycle
A crisis could be any significant market, industry or internal disruption, severe economic
downturn or a pandemic. Or, it could be internal (like a business scandal).
Phase 1: Reaction
This is your immediate response to what has just happened. Your focus should be on:
 Adopting a mindset of agility to become a flexible, supportive leader

 Assessing the situation and determining the nature of the crisis (single instance or
episodic)
 Considering the economic situation, any resulting industry forces or reactions, and
identifying how other companies are adjusting or taking action
 Evaluating cash position and burn rates, as well as how to facilitate essential operations
 Gathering inputs or information to start initial planning for short- to immediate-term
stabilization
 Creating and sticking to a communication plan for your team (employees) and
stakeholders in your business (customers, vendors, partners, investors, board, etc.)
Phase 2: Adjustment
This is where you focus on short-term stabilization.
Depending on the type of disruption, your adjustment phase may be either:
1. Linear (when the crisis is a single instance, like an earthquake), or

2. Episodic (for instance, a pandemic may come in waves)
This will influence your adjustment and scenario planning.
 Take the time to acknowledge the concerns and fears of your team. This includes their
physical, mental and emotional safety and well-being.
 Assess how you’ll need to adjust employees’ roles and use of resources.
 Start implementing action to mitigate the impacts of the crisis immediately.
 Delegate responsibilities to give your team a mission and renewed sense of purpose.
Big picture questions that a leader should ask of themselves and senior team in assessing the
future:
 What’s the biggest disruption or potential disruption(s) to your business?

 What’s one thing that you’re sure of (that’s offered a sense of calm through the storm)?
 What’s one thing you’re thinking about now (that you wish was clearer)?
 What’s something you’re optimistic about?
Phase 3: Rebuild
This is when you begin to frame the “new normal” and decide how to move forward for the
longer term. Part of this is involves identifying and planning future scenarios for your business.
Phase 3 and phase 2 can (and often should) happen concurrently. You’ll want to support your
employees’ adjustments to the current state (phase 2), while strategically and proactively framing
multiple scenarios for business recovery – or a new business direction – based on the post-crisis
landscape (phase 3).
Business scenario planning can also involve several trips through this cycle as the crisis develops
and new variables come into play that impact your company.
As the model shows, in many cases a crisis is not a linear event with a clear beginning, middle
and end. Many crises, such as a pandemic, can be episodic and come in waves.
As soon as you adjust and make plans for recovery, an externality may shift and call for a
modified response.
3 advantages of scenario planning

1. Scenario planning is an opportunity to shift from a reactive to a proactive approach.
This activity jolts you out of the common inclination to prepare only for the month ahead.
Instead, it nudges you to look farther into the future – perhaps 12 to 18 months out.
This can help you prevent unpleasant surprises and avoid being caught unprepared for a situation
you didn’t foresee, which could set back your business’ recovery.
Having a plan for stakeholders – and a few backups – automatically makes you feel more in
control and increases the likelihood that your business will successfully navigate the challenge at
hand.
2. The scenario planning process forces you to become less complacent and a more
intentional, flexible and agile leader.
This is a good thing, because change is constant in the workplace – especially so after a major
business disruption.
As the situation continues to unfold and evolve, you may be faced with additional changes that
will test yourself or your team. Don’t get discouraged. Scenario planning will help.
3. By its very nature, scenario planning requires letting go of what makes you
comfortable.
You may have to possibly face an altered market, industry or operating landscape, and challenge
your assumptions about what “business as usual” will look like moving forward.
Engaging in this exercise can help you to adopt a mindset of resilience in which your tolerance
for uncertainty and ambiguity increases along with your confidence. Your thinking can then shift
toward:
 Facilitating innovation
 Considering what’s possible
 Embracing opportunities rather than being trapped in a pessimistic, fearful state
Business scenario planning process

Step 1: Assess the nature and extent of residual uncertainties.
Get leadership and all relevant parties together to assess the situation.
Examine the externalities that are out of your control:
 What’s going on in the industry?

 What are the political, social, economic, legal, technological and environmental
considerations?
 Discuss the opportunities and threats your company faces. This is a great time to update
your business canvas or conduct an updated strength, weaknesses, opportunities and
threats (SWOT) analysis.
Talk to suppliers, customers and competitors to get their opinions on where the industry might be
headed. Solicit their feedback and recommendations.
Review what you learned about your company during the crisis and discuss the internal state of
your company post-crisis. This analysis could center on:
 Capabilities
 Challenges
 Staff level and skills
 Workplace culture
 Mission, vision and values
 Organizational structure
 Leadership (especially their performance during the crisis)
Consider what won’t be the same post-crisis. This could include your:
 Business model
 Revenue and cost structures
 Business processes and workflows
What are the cost impacts of making these changes?
In general, what are you most optimistic about?
With all this in mind, consider the likely future direction of your business.
 Will your business continue, for the most part, as it was pre-crisis?
 Will your business branch out in a new direction?
 Will you start a completely new business?
Each of these options requires varying levels of organizational- and change-management skill,
time and resources across people, processes and systems.
To understand what this looks like, let’s take an example using a restaurant – a type of business
significantly impacted by the COVID-19 pandemic. As part of a restaurant’s recovery from this
particular crisis, they could:
1. Continue: Reopen and resume normal operations.

2. Branch: Add a delivery model, incorporate a pop-up grocery store inside their facility or
introduce a new or limited type of menu or catering.
3. Start a new business model: License their name to another company, and do a new joint
venture.
Everything discussed at this stage – an analysis of internal and external conditions, as well as the
potential future direction of your business – is a jumping-off point in brainstorming scenarios.
Step 2: Identify the most likely scenarios and develop strategic postures for each.
As you build your portfolio of scenarios, solidify how you can best implement the scenarios
given the assets you have. Consider which assets you need to focus on and develop further.
The ideal number of scenarios is three. The maximum number is about five.
Too few scenarios put you at risk of being insufficiently prepared and results in mere stopgap
solutions that must be constantly revisited. On the other hand, too many scenarios could mean
you’re bogged down in the planning stage and are becoming slow to execute.
This shouldn’t be a lengthy, overly complicated process that hinders your business’ forward
momentum. Identify the factors that are most relevant to your business, make plans that address
these issues and take action.
Step 3: Actively manage the strategic direction while maintaining the flexibility to
shift.
Remember, your business may go through the crisis cycle more than once. This is why you need
to be open to reconsidering and adapting your approach as needed. A flexible and agile mindset
can increase your odds of success.
Continue to practice robust management:
 Communicate with your team about all changes.

 Engage your team and help them to develop a mindset of resilience.
As long as your business remains in a disruptive, fast-moving environment, you may need to
reevaluate your planned scenarios every 21 to 30 days.
As the environment normalizes, expect to review these planned scenarios every 90 days to six
months.
Common scenario-planning mistakes
 Not staying true to your customer promise
 Not creating a culture that allows people to share ideas freely
 Having leaders who are too focused on today’s work
 Thinking too narrowly about your opportunities
 Reflexively prioritizing budget and staff reductions first, as opposed to considering
pathways to growth and how your people can be part of that growth
Remember, new markets and opportunities are most often created on the fringes.
How a PEO can help

A multifaceted professional employer organization (PEO) won’t tell you what to do. However, it
can help to facilitate and guide the conversations and processes within your company and can
help to stretch perspectives on what the future of your business could look like.
The scenario-planning process is a bit like visiting a buffet. You have a lot of different options
before you, along with many factors to consider. Everything’s right in front of you – a PEO can
help you make sense of it.
Nobody has all the answers for overcoming a major business disruption. You don’t have to
figure it out all by yourselves. Leverage the resources at your disposal.
Summing it all up
Scenario planning with multiple options is a must for any company going through the challenges
associated with business recovery and continuity. Among the advantages are:
 Developing a proactive, opportunities-centric mindset

 Avoiding unpleasant surprises
 Becoming more agile and flexible
If you take the appropriate steps and consider all the relevant factors when planning scenarios,
your company can emerge from any crisis as stronger, more resilient and better prepared.
But remember – this is not a one-and-done process. Most crises are by nature episodic and force
us to continue to adjust and re-adjust.
For more information on how a PEO can help your business, download our free e-book: HR
outsourcing: A step-by-step guide to professional employer organizations (PEOs).
Additional contributor: Rodney Satterwhite, MBA

HR outsourcing: A step-by-step guide to professional employer organizations (PEOs)
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Managing unexpected change in the workplace

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Change is inevitable. Managing change in the workplace is an everyday responsibility for
business owners and managers.
Often, change is predictable or planned well in advance, such as:
 Implementation of a new system or technology

 Introduction of a new office policy
 Moving to a new office
 Mergers and acquisitions
 Modification to senior leadership
 Reorganization of staff
 Retirement of a top-performing, highly valued employee
These are all evolutions in a business for which you usually have ample time to prepare and get
your employees on board.
But what about the changes you don’t see coming?
What about those times when you are caught completely by surprise – and not at all in a good
way? How can you anticipate the unknown? How can you fix these types of problems and, better
yet, protect yourself against them in the first place?
As challenging as it can be to prepare for the what if, the cost of not doing so can be high.
Without a plan for managing unexpected change in your workplace, crises can turn into
catastrophe. The results can be dire:
 Revenue loss up to bankruptcy

 Critical skill gaps in your workforce
 Diminished reputation
 Negative relationship with employees or customers
 Inability to maintain regular operations
Change may be inevitable, but the damage inflicted by unexpected events doesn’t have to be.
General tips for managing change in the workplace

Change can be distressing for any worker. That’s especially so when it’s abrupt and unexpected.
You can lessen the pain planning ahead.
1. Acknowledge the change curve.
For business owners and managers, the change curve is beneficial to understanding the emotions
commonly experienced when processing sudden changes.
It’s important for everyone at your company to acknowledge their feelings so they can then
move forward through each phase of the change curve and reach acceptance as soon as possible.
It’s OK and natural for people to resist change initially, and they should not feel guilty or be
penalized for it.
2. Perform a SWOT analysis.
Continually engage in a SWOT analysis of your business. SWOT means:
 Strengths
 Weaknesses
 Opportunities
 Threats
You’ll want to work on all four areas, including weaknesses and potential threats in your
analysis, because it’s in these categories that unexpected changes typically originate and can spin
out of control.
Weaknesses tend to be internal issues, while threats are derived from external sources. Your goal
is to identify where your business is most vulnerable, and how you can best address those
vulnerabilities.
As you ponder potential scenarios, consider how likely each event is to happen and develop
effective response strategies, so you aren’t blindsided when unexpected event hits.
3. Plan your communications and first steps.
Of course, it’s difficult to prepare for an event that hasn’t happened yet and when you’re not
entirely sure what that event could look like. But that’s no excuse to not plan, on a broad level,
what your response could be to a variety of unexpected changes.
Here’s how:
1. Prepare internal and external communications in response to specific events, such as

templates for an email or initial announcement.
2. Write out the message that should go to those who are impacted (clients, employees) and
establish the process for how the communication will be distributed.
3. Then consider what other initial steps you would take to control the situation.
What are some examples of what you could be up against?
Common scenarios of unexpected change and ideas to prepare

for them
Office damage (natural disasters and vandalism)
Unfortunately, we can’t control the weather or absolutely prevent criminal activity. And when
events such as fire, flood, tornado, hail or some form of vandalism happen, the damage left
behind and the ensuing chaos can bring your business to a screeching halt.
Before disaster ever strikes, you need to have established a disaster-readiness plan that addresses
critical points:
 Emergency preparedness (notification system, evacuation routes, meeting points, safety

protocols and designated leaders)
 Facilitation of employees’ temporary working arrangements
 Communication with employees and customers about the status of your business
 How to get your business up and running again
This damage can be financially crippling if you’re not prepared. That’s why you should
also have property insurance so you can rebuild your office space with minimal financial stress
and disruption to regular operations.
A “business interruption” add-on to your insurance policy can even reimburse you for lost
income related to property damage. It could be the difference between staying in business or
bankruptcy.
Loss of critical personnel

Has another company – worse yet, a competitor – ever wooed away one of your most valued
team members with an exciting promotion, higher salary or better benefits package?
Have any of your employees – including senior-level leadership – had a sudden family or
medical emergency and had to take an extended leave?
If it hasn’t happened yet, it’s a question of when, not if.
Here’s how you can minimize the sting of unexpectedly losing a valued person on your team and
ensure that your business continues functioning normally:
 Leverage retention strategies, including encouraging a healthy work-life balance and

creating a desirable workplace culture.
 Proactively identify who are your strongest, most important players, and what critical
skill and knowledge gaps would exist in their absence.
 Have job descriptions ready to go so your recruiters can immediately start the hiring
process.
 Maintain awareness of what your employees are working on and which processes they
follow to complete their work. No one should work in a silo without anyone knowing
what they’re doing.
 Establish a succession plan.
 Know what you will communicate to clients with whom now-absent employees worked
closely.
Understand that these clients may have had a solid relationship with these employees and
may feel more loyalty to them than your company. You’ll need to work to gain their trust
and assure them that the same quality of service will continue unimpeded. You’ll also
need to introduce them to their new contacts at your office and explain any new
processes.
 Consider obtaining a key-person life insurance policy in the event of the premature death
of your CEO, founder or any other team member who is essential to the continued
success of your company.
Loss of key client
Losing a valued employee is easily matched by a major client severing business ties – especially
when it’s to work with a competitor. Here’s how you can prevent this:
 Coach your team members to deliver outstanding customer service.

 Maintain strong relationships with clients. Let them know how appreciated and valued
they are.
 Stay apprised of what your competitors offer their clients. How can you ensure that your
business is more attractive?
 Network continually with new prospective clients. Unfortunately, business relationships
evolve over time and nothing is permanent. Sometimes things happen due to
circumstances beyond your control.
If you become complacent with your existing client roster, you’ll be in trouble when change
inevitably happens. Always be on the lookout for new opportunities so the financial health of
your business isn’t dependent on a few clients.
Data breach or cybersecurity issue
It’s an increasingly common dilemma for businesses. How do you protect the data of employees
and customers, as well as safeguard valuable intellectual property?
Think of all the sensitive information your business has:
 Social Security numbers

 Credit card numbers
 Salaries
 Medical and retirement account data
 Details about your company’s trademarked or patented products
If this sensitive information fell into the wrong hands it can be devastating for all parties. It can
put you at risk for financial losses and expose your business to significant liability.
You need to build a data protection policy to prevent these scenarios from happening at all, but
also to serve as a guide on what to do should a data breach occur. Also, consider hiring an IT
consultant who can assess your systems and, if necessary, enhance your security barriers and
protocols.
You can also secure cyber liability insurance in the event you are sued, penalized or lose
business.
Workplace violence
Whether it’s physical assault, verbal abuse, armed robbery or the dreaded, news-dominating
active shootings, workplace safety should be top of mind. After all, no public place is immune
from these dangers.
Conduct a safety assessment of your office and take necessary steps to ensure that your
workplace is as safe as possible. Then establish a plan for how your business will recover and
how you will communicate with your employees and customers if the unthinkable happens.
Change in laws or regulations
Difficult though it may be to keep up, governments have the power to completely upend how
you do business.
Legislative or regulatory changes really shouldn’t be a surprise because they’re usually months
in the making. But if you’re busy running a business, it can be challenging to maintain awareness
about in-progress legislation in the U.S. Congress or in your state legislature. This task becomes
even more complex and time-consuming if you do business in multiple cities or states.
In this ever-changing landscape, how can you become educated about potential laws in the works
and remain in compliance?
Try to stay well-versed in the latest employment and labor laws and regulations impacting your
business. Depending on the type of business you have, you may want to also consider hiring a
lobbying firm to advocate on your behalf for favorable legislative outcomes.
Summing it all up
There are an endless number of unforeseen hazards that could impact your business. While it’s
impossible to plan for every scenario, there are steps you can and should take to lessen the
impact of sudden change.
If you’d like more information on how managing unexpected change in the workplace, download
our complimentary magazine: The Insperity guide to managing change.
The Insperity guide to managing change

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by Amanda Novakovic | Senior Human Resource Specialist Dallas, Texas
18 Comments
Difficult conversations with employees: 9

crucial rules to remember
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Have you ever heard your car make a noise that didn’t sound right?
Even as the noise grows louder, you put off getting it fixed.
Then one day, your car breaks down. The realization that you could have avoided the problem
earlier hits you like a punch to the gut.
Unfortunately, this is the same logic exercised by many business leaders when it comes to
difficult conversations with employees. Initiating a simple talk can be a real roadblock.
Whether it’s a performance issue or employees feuding, there comes a time when leaders must
break the silence.
It’s easy for managers to brush the issue under the rug. They often don’t know how to handle the
situation or emotional employees.
But avoiding these conversations can make the situation even worse. The longer you wait, the
more it can affect the workplace environment and productivity.
Try these tips to put your fears in the rearview mirror so you can focus on growing your
business.
1. Conquer your fears

Let’s face it – no one likes conflict.
Managers are hesitant to engage in difficult conversations because they’re not sure how to
approach their employees. Often, leaders fear the conversation won’t go well and employees will
become upset.
That concern is valid. Some employees don’t want to be told they’re failing or making mistakes.
They don’t want to have a sense that they’re in trouble.
You have to consider that employees don’t always understand how their behaviors affect others
around them or the environment overall. They may appreciate your concern. Most difficult
conversations are not just about mistakes, which are sometimes the easier dialogues.
2. Do your homework
The more you prepare, the better the meeting should go.
You don’t want to pull employees in and address them based solely on your observations. That’s
not a prepared meeting. You need proof. Cold hard facts. And most importantly, your lack of
preparation won’t help your employees’ growth.
Remember that as a business leader, you’re also a coach. It’s up to you to provide everything
your employees need to succeed. It’s important that you’re as committed to your company’s
overall goals as your employees are.
You should be able to outline expectations and explain how your employees’ are missing the
mark. Performance reviews are a way to evaluate if certain goals or objectives are being met.
Having fact-based evidence leaves less room for interpretation.
It’s important to document conflicts and have policies in place for certain situations.
For example, if you have an employee who is frequently late to work, make sure you have a clear
attendance policy. This is important, have them read and sign off on the policy. It’s difficult to
enforce rules and guidelines if they were never set in the first place.
If employees are coming to you with complaints about one another, you should strongly
consider filing a grievance on their behalf. When employees come forward, you acquire a
working knowledge and responsibility to work out the conflict. This can also reduce liability for
your company and management.
3. Be positive
It’s important to set a positive tone going into your meeting. If you have a negative approach,
your employees are more likely to get defensive and argumentative.
Give them examples of positive things they can do to improve. Don’t just tell them what they are
doing wrong. Provide them with the tools and resources necessary for improvement.
Every situation is different. Put yourself in their shoes. How would you like news delivered to
you?
Pitch your anticipated conversation as a “quick chat.” Avoid language that may suggest
punishment, such as a “disciplinary meeting.”
Here are some simple questions to help launch the conversation:
– How’s everything going?

– How are you feeling about joining the team?
– I have some idea of what we can do. But do you have ideas of how we can meet that goal?
– Can I have a second of your time to talk about some feedback we’ve received about your
behavior?
Spin your questions with a positive approach to open the lines of communication and have a
coaching dialogue.
You don’t want your employees to feel like they’re in trouble. Otherwise, they’ll have the
mentality that they’re on an inevitable path to termination and lose motivation for their job.
Make your conversation an open dialogue with proven facts and data to support your case.
Always end the meeting on a positive note. Your employee should leave thinking they can do
better. You want them to feel accountable for metrics and committed to meeting their goals.
4. Leave your emotions at the door

These meetings can easily become emotionally-charged, so you should make a strong effort
to keep your own feelings in check. Your meetings should always be fact-based.
Avoid saying “I’m disappointed” or “I feel.” Doing so only adds biased emotional elements to
the conversation. You can come off as supportive without using these lines.
If the emotional levels rise for either party, pause the meeting and ask to reschedule. It’s essential
to navigate these situations carefully.
5. Find the right setting

By identifying the right setting, you’re helping set the tone of the meeting.
Depending on the situation, your office is usually an acceptable location for the conversation.
For general dialogue, you can choose to talk over a cup of coffee or lunch. Pulling them off site
for the conversation can lessen the chance of employees feeling embarrassed. However, an off-
site meeting used to deliver a message may not be appropriate or interpreted well. It depends on
the culture of the company.
If it’s serious, a cup of coffee may not be appropriate. Delivering a formal counseling or
performance improvement plan over a cup of coffee in the local diner is not common. In this
case, you should select a common meeting spot, such as a conference room at your office.
In any case, choose a safe environment that makes everyone feel comfortable.
6. Can I get a witness?

Unless it’s a quick chat, you should almost always find a witness to be present.
This is even more necessary when it comes to dealing with policy violations, behavioral issues or
anything that may require disciplinary coaching interaction.
Your on-site HR representative can be used as a third-party witness. If that person is unavailable,
consider using another manager of the team or an HR liaison. Never involve another employee.
Your third party should be briefed on the situation to ensure that you’re both clear about each
other’s roles and responsibilities during the meeting.
7. Be consistent
Hold all your employees accountable to the same performance expectations.
Have the same dialogue with anyone who is slipping. You don’t want to make it seem like
you’re alienating or picking on a certain group or individual.
With the right preparation, you should be able to refer back to the facts to explain why you’re
having the meeting. This will counter any concerns your employees may have about being
singled out.
8. Keep it confidential
You want to be judicial as possible when addressing conflicts between employees. Any
employees who aren’t involved shouldn’t be aware of the situation.
If employees come to you “confidentially,” make sure they understand you cannot guarantee 100
percent confidentiality. Depending on what they disclose, you may have a responsibility to take
action or speak to others.
Use your employees’ complaints, first-hand accounts from any witnesses and the facts to
determine what actually occurred. Take a step back and understand there’s more than one side to
every story.
Tell your employees you’ve received feedback regarding their offensive behavior. Leave it
general to protect everyone involved. There are always three sides to these situations: the
employee who complained, the employee who was complained about and the truth.
9. Loop back to review the situation

Lastly, once you’ve had the initial conversation and the situation has begun to resolve or
improve. Grab them for an informal, brief discussion looking back or reiterating your support.
Feel free to use an already scheduled 1-on-1 meeting time or ask if they want to take a walk to
get coffee or water. Be human.
This will demonstrate you are there to continue to support the employee even after the initial
problem was solved.
Don’t let difficult conversations wreck your efforts to retain and attract great employees. Learn
the secrets to employee engagement and the best talent strategies by downloading our free e-
book, Are You Doing Enough to Find and Retain Top Talent for Your Small Business?
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by Joanne Crossland | Managing Director of Service Operations Houston, Texas

Policies and procedures
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Disaster recovery plan: 5 tips to prepare for a

crisis
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When a crisis hits, whether it’s a natural disaster or workplace violence, being proactive in your
disaster recovery planning is vital.
Having a strategy in place before the unexpected happens will enable you to respond with a well-
thought-out plan of action and get your people and your company back to business as soon as
possible.
Here are five keys to building a solid business disaster recovery plan.
People first
When a disaster hits, your first concern may be how to keep your business running as normal as
possible.
What projects might suffer? How are you going to keep the workflow moving? How much
money might be at stake while you’re trying to get back up to speed?
Although it makes perfect sense to be worried about these things, the truth is your top priority
needs to be how your employees have fared and what they need.
The business can wait. So, what should you do first when putting together your disaster recover
plan?
 Have your employees’ contact information readily available and updated.

 Contact them as soon as possible, and find out if they’re safe and accounted for.
 Let them know that the company cares about them, and be willing to allow for special
accommodations, such as remote work and flexible hours.
 Check in with them on a regular basis, and stay up to date with their individual situation.
 Keep them informed of next steps.
 Coordinate volunteer efforts.
 Provide access to an employee assistance program to provide support and guidance.
 Encourage your managers to set up meetings so their teams can talk to each other about
what happened.
 Remember that everyone is an individual and will have unique situations and needs – this
is not a time to use a blanket solution. It doesn’t work in a disaster. Be flexible.
Putting your employees’ well-being at the top of the list in your disaster recovery planning will
help them recover quicker and be more productive when they return to work.
Business second
Now that you’ve taken stock of your people, it’s time to look at how your business has been
affected and what critical business functions need to be addressed to keep your company
“machine” running.
Your established disaster recovery plan will ensure that you’re prepared in advance and ready to
go. Here are some things to consider:
 Know the areas of your business that will need to be top priority, and have a strategy to
keep them going. For instance, have a backup plan on how you will process your payroll
and accounts.
 Be sure that your management team has a clear understanding of the business-critical
functions within their group and how they will be managed.
 Be clear on what can wait. Some things will have to be put on the back burner.
 Plan on how you will handle paid time off. Don’t make those decisions in the middle of a
crisis.
 Contact your customers and let them know your status.
Leadership know-how
As a leader, it’s important that you have an understanding of your workforce and who you can
count on during a crisis. Part of your business disaster recovery planning is assessing the people
on your team and having a good understanding of their strengths and weaknesses.
People are individuals and have different levels of capabilities when it comes to a crisis.
Considering this as you put together your disaster recovery plan is paramount to making it a
success.
Although you can’t always predict how people will respond in a particular situation, you can
have insight into the different personality types that make up your company and talk to them
about where they might fit during disaster recovery. It is helpful to have emergency roles lined
up in advance.
Some of these roles could include a person in charge of contacting employees, writing
emergency updates and posting information on social media during the aftermath to keep people
informed. Others could be more business-specific, such as who can take on more responsibilities
and extra job functions if others are not able.
A few points to think about:
 Some people are more apt to respond with a take-charge attitude when it comes to
dealing with a crisis, while others won’t.
 How a person reacts during a disaster is neither good nor bad. It just is and should not
have an impact on how they are treated or perceived in relation to their value as an
employee.
 Some people will be over-doers and will need help from you in relinquishing their extra
job duties and taking a break to avoid burnout.
Emergency preparedness
A solid disaster recovery plan requires thinking ahead and preparing as many resources as
possible to help you when a crisis hits. The best place to keep this information is in
your employee handbook so that it can be accessed easily.
Things to include:
 Current employee emergency contact info

 Workplace safety protocols
 Established emergency notification system
 Evacuation routes
 Post-evacuation protocols
 Emergency planning team and contact info
 American Red Cross phone numbers and locations
 Shelter locations
Balance is vital
Planning for disaster recovery means understanding the importance of taking care of your
people while, at the same time, keeping your business operating as smoothly as possibly during
and after a crisis.
This is done by making sure you have a balanced culture where people feel valued and are
invested in your company. This is never more evident than in the midst of a crisis.
When you have a strong company culture, you will get through the hard times, as well as the
good, with a top-performing workforce devoted to your company’s success.
Here’s what you can do as a leader to foster a good company culture:
 Set clear and specific expectations – so they don’t get lost along the way.
 Explain the big-picture connection to everyone – your employees want to know how their
work contributes to the greater good of your business.
 Get your leadership team on the same page – it’s essential that your leaders are focused
on the same destination.
 Let your employees do their own work – micromanaging them or their projects
diminishes their feeling of value and responsibility.
 Maintain open, honest communication – talk, listen and share ideas.
 Take time to recognize success and learn from failures.
Being able to navigate your employees and your business through a disaster can be a daunting
journey with wide-ranging effects. Knowing what to do before a crisis strikes will give you the
tools to recover as quickly and efficiently as possible.
For more insight on leadership best practices that can help your business move forward in any
climate, download The Insperity guide to leadership and management.
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4 common change management mistakes to

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Picture this: You’re rolling out a new piece of technology or system that will make your
company run better and more efficiently. You’re excited about the possibilities it has for your
company’s growth.
Your employees? Not so much.
For some reason, not everyone shares your unbridled enthusiasm. In fact, some employees are
even openly hostile about the change.
What happened?
Odds are, you relied on the old notion “build it and they will come,” and spent your resources on
developing the change, instead of worrying about managing the change. But, no matter how
awesome the change would be for your company, if your employees don’t understand or value it,
they likely won’t embrace it. It’s important to craft a detailed communication plan before
launching any new change initiative — whether it’s updating your vacation policy or
reorganizing the company’s entire sales force. Change is change. And it can be unsettling. With a
little planning, you can make the process smoother for everyone.
Understanding resistance
On the whole, people are naturally resistant to change. But some are more adaptable than others.
In the 1960s, communications scientist Everett Rogers developed the diffusion of innovations
theory to describe how individuals respond to change, which inspired the field of change
management for decades to come. Here’s a simplified version. Basically, with any group of
employees, about 15 percent are early adopters. They’re flexible and can roll with the changes.
For instance, early adopters are usually the first to buy the latest iPhone. The bulk of employees
in the middle are change agnostic. They’ll go along with the change but can really take it or
leave it. At the other end of the spectrum are the 15 percent or so of employees who are change
resistant. They won’t change, or will make the change only when forced.
Each company contains a mix of these personalities. You should address them all when
communicating change. Change-resistant employees require a completely different type of
communication than early adopters. The former need to know what’s in it for them. What’s the
vision? What’s the plan? Why can’t they stay with the status quo? Do they really have to
change?
The change curve

For additional insight into how change affects employees, consider the change curve – a classic
tool of change management. You’re probably familiar with the five stages of grief – denial,
anger, bargaining, depression and acceptance – developed by psychiatrist Elisabeth Kübler-Ross
in the 1960s. The model has since been tweaked to help explain what people go through during
organizational change. For example, your employees will likely experience the following stages
during a change initiative:
1. shock (“I can’t believe it!”)

2. denial (“It will never work here!”)
3. frustration (It’s management’s fault!”)
4. depression (“I give up. The change is happening whether I like it or not.”)
5. experimentation (“Well … maybe we could make it work.”)
6. decision-making (“Let’s move forward.”)
7. integration (“We’ve made the change. Now let’s get back to business.”).
Every person in your organization needs to cycle through these stages before the
change becomes a seamless part of your company. Also, remember, you’re probably already in
the last stages of the change curve by the time you launch the change. You’ve discussed it,
decided how to implement it and are ready to integrate it into your company. In contrast, your
employees are right at the beginning of the curve. They need more time and information to get
where you are.
Don’t make these four mistakes

Now that you understand the barriers to change, it’s time to carefully draft a communication plan
that makes your case. Unfortunately, many business owners and leaders skimp on this step and
expect their enthusiasm for the initiative to be contagious. It’s important to put aside your own
emotions and, instead, put yourself in your employees’ shoes. Avoid making these crucial
mistakes.
1. Not articulating the need for change
Your employees need to understand the reason behind the change. Will it help make them more
productive or make their jobs easier? Will it help the company increase profits, which could
translate into better job security or better compensation for them? If the reason for change is not
compelling enough, they won’t be moved to action.
If you’re not careful, a lack of enthusiasm for a new initiative or policy can quickly turn
into lackluster performance from your employees. That’s not the kind of change your customers
or clients want to see.
How to avoid it: Start your communication efforts well before you launch the change, using a
targeted mix of communication channels. Email memos and group presentations are a great way
to explain the logic and vision behind the change, as well as one-on-one meetings where
employees can privately share their concerns. Aim for a level of communication that keeps the
change on your employees’ radar, but doesn’t overwhelm them.
2. Not giving a clear vision of the future
What’s the future going to look like after you implement the change? Change initiatives can get
off to a fast start and generate a lot of initial excitement, but if your employees can’t visualize
your destination, that enthusiasm may fade pretty quickly. They may not put their full effort into
making the change happen, putting the initiative behind schedule or derailing it completely.
Let’s say your change initiative aims to improve your customer service process. What does that
mean? Improved how? Spell it out in quantifiable metrics, such as decreasing the order-
processing period from five to two days, or increasing customer satisfaction by 30 percent. Be as
specific as possible to make the future tangible.
3. Not giving employees the tools or capacity to change

In any organization, people are overloaded with daily responsibilities. Don’t bombard them with
change, too. Make sure they have enough time and the skills needed to handle the change, as
well as the right tools. If employees don’t have either, they’ll likely be stressed to the max. Don’t
be surprised if you see some employee turnover as a result.
How to be supportive: If you ask your employees to use a new accounting system, for example,
give them more than enough time to train on that system and become fluent in it. Effective
change initiatives don’t happen overnight.
4. Not having an action plan
Do your employees know what to do next? No? If you don’t offer a detailed action plan, the
change won’t happen. Getting to your destination is much easier if you have a step-by-step guide
that serves as a map. Without a clear direction, your employees’ initial excitement will quickly
subside, and your change initiative will go nowhere.
The solution: Get buy-in from key stakeholders, draft a plan of attack and share it throughout the
company. Check in regularly to get status reports and see if the initiative is on track.
Progress is impossible without change

Change is inevitable and essential for growing organizations, but it can be scary. With the right
communication strategies in hand, you can ease the transition for your employees and make the
change stick.
To learn more tactics for enacting change, download our free magazine, The Insperity Guide to
Leadership and Management.
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by Karen Cavanaugh-Schroder | Senior Human Resource Specialist Chicago, Illinois

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Managing emotional employees: 10 tips for
keeping your cool
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Every leader dreads managing emotional employees. Whether it’s tears, anger or screaming fits,
the extremes of emotion leave both the supervisor and the employee – and anyone within earshot
of the outburst — feeling embarrassed and stressed.
How do you stay calm and get your point across when confronted by emotional employees? How
do you prepare for this scenario? Learning to direct and manage emotional conversations in a
productive way should be one of the essential tools in your supervisor toolbox.
In the moment that an emotional outburst occurs, however, your top priority is de-escalating a
volatile situation. This isn’t the time to try to sit down with the employee for a productive
conversation about consequences and accountability.
Here are 10 tips for managing emotional employees:
1. De-escalate the situation

All of us need time to back down and regain a sense of calm when we “explode.” Ask the
emotionally-charged employee if they’d like to move to a quiet, private space within the office to
recover. If that’s not an option, you may want to send the employee home for the remainder of
the day.
And remember that you need to refrain from letting your own emotions cause you to make
unfortunate snap decisions. Don’t fire an employee in the heat of the moment; you both need
time to recover from the incident.
Do you expect the employee to return to work later in the day or tomorrow? Were things so
heated you’re not sure when or if to expect the employee to return? Write up an account of the
incident, and contact HR for guidance on the best way to handle the situation.
If your employee calms quickly and does want to talk, keep your voice even. Try saying, “I’m
having a tough time understanding the issue. Could you explain that a little more?” You want the
employee to mirror your calm response; don’t get louder or try to talk over them.
2. Don’t take it personally

Watch out for your own defensiveness, especially if the employee said something in anger, like
blaming you as the cause of the blowup or for a missed deadline.
Remember that frustration is usually the cause of outbursts in the workplace. Stay focused on
performance issues – is this situation likely to occur again – and keep your tone respectful and
professional.
Once everyone has calmed down, you can prepare to have a conversation with the emotional
employee to discuss performance, consequences, standards and accountability.
If the thought of confronting the issue again sends your blood pressure soaring, you’re probably
not alone. Your employee is embarrassed, maybe humiliated, and they’re probably not looking
forward to the conversation, either. It’s up to you to maintain a constructive conversation that
focuses on performance, not on personality or hearsay.
These tips will help you achieve the outcome you desire.
3. Plan ahead
Nothing beats being prepared when it comes to managing emotional employees. Ask yourself if
this person tends to be sensitive to criticism or quick to anger. Does the employee have a known
trigger? Has he or she been under a great deal of stress, either at work or home?
Think in advance about what you want to say and how to say. Plan for privacy. Do not have the
conversation within earshot of other employees.
4. Start with a positive

Especially if you think the conversation can take a turn to the emotional, start it with a positive.
This sets the tone for your entire discussion and can help the employee engage with what you’re
saying later, even if it’s hard to hear.
Tell your employee what he or she does right. Tell them what you appreciate about their
contributions to projects, coworkers or team dynamics. In other words, let your employee know
up front why they are a valued member of the team and that you appreciate their contributions.
5. T.H.I.N.K.
Build your comments to fit the acronym THINK, which stands for True, Helpful, Inspiring,
Necessary and Kind. Do your words fit into these parameters? Keep in mind that the goal of this
conversation is not to berate or further embarrass your employee. Be positive and affirming, and
ask yourself if your words, as well as your body language, are accomplishing that goal.
If you’re uncertain how to word what you want to say, reach out to another manager to run
through your key points, and adjust your language based on the input.
6. Focus on performance
Your feedback must remain focused on performance. Yes, the employee in question may be
annoying, but that’s not the point. The point is that the annoying habit or behavior is affecting
their work and that of their teammates.
Instead of berating an employee for the way he or she responded to a situation, explain how the
response escalated the situation or affected the work. Offer an alternative response and why it
would produce a more positive outcome for all parties.
If these skills as a manager don’t come naturally to you, you’re not alone. No one is an
immediate expert at learning to manage emotional employees. It takes practice, but doing so is
well worth your time.
Are there other managers in your organization that you can look to as a mentor and learn from
them? Find out if training or online courses are offered through your company that can help you
learn these skills. If all else fails, Google the topic to find articles and courses to help you
improve your skills.
Don’t let your anticipation of the conversation blow things out of proportion by imagining worst-
case scenarios. Try to stay positive, and rely on these tips to help you stay on track when you’re
in the middle of the discussion.
7. Acknowledge and listen

Sometimes a little venting is all that’s needed to make an employee feel like they’ve been heard.
If tears erupt, empathy is entirely appropriate to express.
If your employee is angry, acknowledge their frustration, but if that anger takes a turn toward the
abusive, quietly make it clear that you will not condone bad language or threatening behavior.
8. Pay attention
As your conversation progresses, watch your employee’s body language and tone of voice, as
well as your own.
If the conversation is escalating, stay calm and try to find common ground. A simple comment
might be, “I think we can both agree we want to meet the project’s deadline. What do you think
we need to change?”
If you feel that the employee isn’t taking in what you’re saying, consider taking a break.
Managers sometimes have the tendency to keep plowing through a conversation, not recognizing
that it has ceased to be productive. Taking a few minutes to regroup can be beneficial to both you
and your employee. These tips can help you both refocus on the point of the conversation –
moving forward in a productive manner.
9. Consider a re-do
Giving someone a private moment to collect themselves helps them preserve their dignity and
self-respect, and helps you both come back ready to discuss performance productively.
Be sensitive to clues from your employee. In the case of tears, hand over a box of tissues, and tell
your employee that you’ll leave the room and return in 15 minutes. Use that time to reflect on the
conversation and compose yourself – not gather over the top of a cube to chat with other
employees.
10. Refer
As you dig into the causes of an emotional outburst, you may hear something that’s beyond your
capabilities or responsibilities as a manager. For instance, an employee may reveal abuse at
home or another substantial personal problem.
If this happens, express concern, but remind yourself that you’re not a minister, social worker or
doctor, and your job is not to fix the situation. Your job is to manage that person’s job
performance. Refer the employee to your company’s employee assistance program, or bring HR
in for support.
If you see any red flags that make you think the situation could turn into an incidence of
workplace violence, your first priority should be the safety of your employees and your facilities.
Take an early and proactive approach, in conjunction with HR, to create a safety plan that can
help protect employees and minimize your company’s risk. Train managers and staff on warning
signs and the process for reporting suspicious behavior. Do this before you’re in the position of
having to manage highly emotional employees.
Managing emotional employees — in summary

Managing emotional employees isn’t enjoyable, and it will probably never be a favorite function
of your job. It is crucial, however, to maintaining a positive work environment where all
employees feel valued for their contributions and are motivated and engaged.
For more help to create the work environment you want, download our free e-book, How to
develop a top-notch workforce that will accelerate your business.
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Motivating employees: 5 fail-safe tips in rough

times
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Motivating employees can be difficult, especially in uncertain times or when change is on the
horizon.
Some organizational changes are self-initiated, like mergers, acquisitions or layoffs. Others are
uncontrollable, like natural disasters, lawsuits or legislative changes.
However, any or all of these circumstances can easily impact your employees’ level of
engagement and motivation – and, when mishandled, not for the better.
Here’s how you can get prepared for times of uncertainty and face them head-on when they hit.
Build a culture of trust
Your organizational response to any difficult situation will be guided by the cultural norms
already in place in your company.
That’s why your efforts to build a culture of trust with your employees should begin now –
hopefully long before a big change or crisis hits.
You need to begin building trust from day one. For example, if you tell a job candidate you’ll get
back to them in one week, you should follow up with a response in that time frame, even if you
don’t have a hiring decision to share.
Let’s say that same candidate becomes an employee. The employee asks to attend a training or
some other professional development opportunity. His manager tells him she will see if there is
room in the budget.
As promised, she returns to let him know that the budget won’t allow it right away, but that she
will check again next quarter. She then follows up the next quarter with news that funds are now
available, and the employee attends the training. The manager has fulfilled her promise, and the
organization has consistently fulfilled the employee’s expectations.
Months later, the company announces there will be a merger. Leaders say the accounting
department will be affected, but the product development department won’t be.
As a part of the product development team, the employee is able to remain focused without
speculating on whether he will lose his job. He trusts that the information is true because leaders
in the company have always been honest with him.
Employees take what’s said as gospel if you’re consistently honest and transparent with them.
When you motivate your employees by earning their trust from the start, they will be much more
likely to believe that your company’s leaders make decisions with everyone’s best interests at
heart.
Then, when the hard times come, you’ll have a united front that works together to overcome
challenges.
Communicate clearly
Every organization will experience some kind of hardship – that’s just life. When uncertainty
hits, communication is key.
Employees expect to be treated as adults. They want leaders to explain what’s going on, and they
want to understand how they need to adapt their work behavior as the company works through a
difficult situation.
Don’t leave it vague. Leaders should say where the company is, where it’s going, and what’s
expected from employees.
For example, is the company in cost-containment mode due to losses after a natural disaster?
Should employees, therefore, be vigilant about keeping their travel expenses low, turning the
lights out when they leave a room and keeping paper waste to a minimum?
When you help employees understand what’s needed from them, they can solidify your effort to
make the changes necessary and move on successfully. And it will keep them from speculating
about what’s going on.
There might be times when you can’t share the details of the situation with employees. For
example, say you’re facing a discrimination claim because of a problem in your job application
process.
In this instance, you could say, “I’m not at a liberty to discuss everything about this developing
situation. But here’s what I can tell you, and here’s what I need you to do.”
While it’s possible that you can’t tell your employees details about the open case, you could
make sure they get started improving the application to ensure compliance in the future. Also,
make it a point to explain what is at risk if a change doesn’t occur.
Address any rumors

Meanwhile, keep your ears to the water cooler.
If you hear a rumor going around, address it directly. Use the same, specific language you heard
in the rumors, and speak to the myths and facts of it – even if it means having a difficult
conversation.
For example, you could say, “I’ve been hearing XYZ. This part is true. This part is not true, and
let me demystify this rumor by explaining how it might have started.”
In times of uncertainty, there’s often a gap in understanding where you are today and where you
want the company to go. Try to close that gap.
For instance, you could explain: “We’re here today. This is what this means. This is where we
want to go in the next year. These are our plans to get there. And this is how you can help us get
there.”
If you want to get past a difficult time, employees need to understand what types of activities
they can (and should) be doing to help the company reach its goals.
Look for signs of distraction

In uncertain times, it’s human nature to go into self-preservation mode. The first thing people
think is, “Will I lose my job? Will I be able to pay my bills? Will I be able to provide for my
family?”
These thoughts can become consuming. For example, an employee who used to be able to
produce one analytics report a day might now take two business days to produce the same report
because he’s distracted.
Quality, speed, service and innovation can also be pulled to a halt when uncertainty looms.
You might also notice a turnover trend. If people are starting to leave, see if you can find any
patterns. Is it the tenured employees who are leaving? Or, is the attrition concentrated to a
particular team?
For example, if your turnover is normally 10 percent per quarter, but you notice that last quarter
it was 25 percent, you’ll want to determine why these employees are leaving.
Is something being misunderstood?
If you begin to notice downward trends in productivity and upward trends in turnover, your
communication efforts might not be enough. Provide hope to your employees, and reiterate to
them that things will get better – over and over again if necessary.
You could remind them, for instance, of how the organization dealt with a similar situation in the
past. You might say: “If you recall, back in 2015, we went through something similar and
banded together as an organization to get through it.”
Employees will look to you to guide them through this difficult time, so be aware of how your
actions impact the organization.
Accept that you’ll sometimes face uncertainty, too

You won’t always have all the answers – and that’s OK. But be mindful of what you say and
how you say it.
Have humility and vulnerability. Admit that you don’t have all the answers, but that you’re
committed to finding them and resolving the situation at hand.
You don’t have to solve every issue in front of you on your own. You hired good people, so let
them help you find solutions to the challenges you face.
For example, bring a problem to the team. Tell them this is a bottleneck the organization needs to
overcome and ask them what solution they think will be best for the company to move forward
successfully.
By motivating your employees and including them in finding solutions they become more
committed to executing plans to get past problems.
Understanding the impact

No matter what the circumstances, motivating employees in uncertain times is up to you. Your
response to looming challenges or change will either help you build trust with your employees or
break it down.
Use the points above to guide you as your company works through a difficult time. Also, be sure
to download your free copy of The Insperity guide to leadership and management for more
leadership insight.
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Ask these 6 critical questions before

implementing company change
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Implementing company change isn’t easy. Just ask any of the high-profile company executives
profiled on the TV series, Undercover Boss. Frequently, they find out that a change they
championed — a new system or policy — is a dud. The change doesn’t help employees serve
customers better, or it makes their jobs even harder.
In fact, the change has the OPPOSITE effect of what it was intended to do.
Want to avoid having an Undercover Boss moment in your company? First, it helps to
understand how human beings are likely to respond to something new. Then, take the time to
learn some basic tools that help leaders manage change.
Why are people afraid of change?
Change threatens our security, and forces us to step out of our comfort zones. And even when the
change is positive, and self-initiated, it still comes with both losses and gains.
Think of a person who has adopted a healthier lifestyle. That’s a positive change, right? But he
may also lose an extra hour of sleep in order to work out, and may have to eliminate or cut back
on some of his favorite, but unhealthy, foods. To reach his goal, he must believe the gains
(improving his cholesterol, having more energy) ultimately beat the losses (less time spent
sleeping in, restricted food choices).
The same holds true for companies. Before you implement a change initiative, articulate the
reasons behind the change and as many of the specifics you know about what is changing.
Rather than try to sell the change to employees, recognize that they need to determine the
benefits for themselves. Here are some questions to guide you on your change journey:
1. Do you have an inspirational way of sharing what the future looks like?
Give a clear and compelling image of how the change will positively affect the future. For
example, a person working on improving her health and fitness might visualize herself
effortlessly running a 5K. For your company, the clearer you make the image, the easier it will
be for each employee to picture how he or she can fit into the scene you’ve portrayed. As much
as a company’s leadership would like everyone to just “get on board,” individuals must decide
for themselves whether they are willing to do what it takes to be part of that future state.
2. Are you ready to talk about why the change is important?
It’s critical that your employees understand what’s driving the change, and why they should get
behind it. Some employees will want to know how the change furthers the mission of the
company. For others, the reason behind the change may be more practical, such as job security,
even if they don’t agree with the change. Bottom-line, the motivation will be unique to each
individual. Your organization will benefit from giving employees some time, and support, to
make sense of things for themselves.
It’s also very important to engage employees closest to the work that’s going to be affected, and
get their input from the start. They will feel invested in the change, and it’s more likely that the
right change will be made to achieve the desired results.
Employees also need to know how this round of change is different than those before it.
Employees who have lived through countless organizational initiatives may suffer from “change
fatigue.” Simply put: They may be tired from previous plans and initiatives that involved a lot of
work and didn’t live up to their promise.
3. Have you thought about what’s in it for them?
How will the change make work better? Will a new technology help them serve their customers
better and make their jobs easier? Will a new emphasis on training help employees sharpen their
skills and make them more promotable? Or boost their paycheck? Make the change matter in a
personal way.
4. Do you know how to make the change?
If we’re asking people to change, they need to know specifically what they are being asked to do
differently as well as how to do it. To become healthier, you need to learn how to eat right and
find some exercise that you will commit to. If you’re implementing a new customer contact
system, you’ll need to train your employees how to use it, explain how it will help them meet
customers’ needs, and give them enough time and resources to be successful.
5. Are you ready to provide support?
Let’s go back to the health-kick analogy. People who successfully improve their health rely on
systems and structures to keep them on track, such as keeping a set schedule at the gym, or
having a running buddy who texts them if they miss workouts.
You can do something similar with your company. Build in support structures, and take care that
they don’t conflict with existing systems. For example, let’s say you want your call center reps to
spend more time upselling. At the same time, they’re expected to complete calls in 30 seconds or
less to meet their call goal. That’s not nearly enough time to sell an add-on service or product.
Conflicting goals like these are counterproductive, and set employees up for failure.
6. Do your leaders know how to manage the change?
Change makes all people uneasy — it’s how our brain responds to anything new. Some
employees see the change as “no big deal,” while others may worry they won’t be able to adapt.
But everyone affected by the change goes through certain phases psychologically as they adjust.
The importance of the role of front-line leaders is frequently underestimated. They hold up the
vision, reinforce key messages, manage conflict and bring people together to uncover concerns
and questions. And most importantly, they are responsible for modeling attitudes and actions that
will help everyone get to the desired future state.
Also, pay close attention to the company’s culture when crafting your change initiative. If your
employees see the company as risk-averse, and you suddenly ask everyone to make quick
decisions, you’ve put them in a bind. Despite mandates to “be more agile,” employees are likely
to resist bucking how things are really done around here.
So how did you fare on the questions? If you answered “yes” to most, you’re well on your way
to effectively enacting change in your organization. If you answered “no” to any of the
questions, you still have some work to do to make sure you and your employees will end up on
the same page.
Need help beyond the questions and answers above when managing change in your
organization? Download our free magazine, The Insperity Guide to Leadership and
Management, for more useful tips.
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by Megan Moran | Senior Human Resource Specialist New York, New York
4 Comments
Negative employees: How to keep one from

spoiling the whole bunch
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Do you have a bad apple that’s spoiling the whole bunch? Negativity in the workplace can be
contagious and affect your whole team. But how do you approach employees about their bad
attitudes?
Negativity can manifest itself in a variety of ways, from poor employee performance or a bad
attitude to not contributing to the team.
This behavior can affect your other employees and your business’s bottom line in many ways:
 Morale – Misery loves company, and when your team is focusing on what’s wrong, it’s
hard to recognize what’s right with the department.
 Resentment – If you, as the leader, do nothing about a negative person, the rest of the
team may grow to resent you, and in a wicked twist, become part of the negative element.
 Turnover and absenteeism – Other employees, some of whom may be your A players,
won’t want to put up with the negativity, even if other aspects of their jobs are rewarding.
They may not show up for work if they’re scheduled to work with a difficult employee,
or even get to a point where they seek greener pastures. Now, you’re dealing with the
cost of finding and onboarding new employees.
 Teamwork and productivity – People won’t want to work with “Negative Nick,” and
productivity can suffer because of it.
 Client dissatisfaction – If your negative employees deal with customers, watch out.
They may not be giving the level of service that your customers expect.
 Profitability – If you’re missing deadlines because of productivity, you may lose jobs or
get a reputation for not delivering. If you can’t produce results, your customers won’t be
happy and they’ll go somewhere else.
 Liability – Your other employees may get to a point where they feel they’re working in a
hostile environment, leading to potential claims against your company.
It’s time for a talk
If there’s an employee whose behavior is having a negative impact on the department, you need
to nip it in the bud. Be timely about it because negativity can spread like wildfire.
When talking to your employees, let them know that the negative attitude is a performance issue.
When they are disrupting the team, not contributing and affecting productivity, it’s as if they’re
not performing their job responsibilities.
Discuss how their behavior affects the team, the company and their relationships. Be very clear
about what’s expected – and outlined in your company policies –and make sure they understand
what will happen if the behavior continues.
You can start the conversation by reminding your employee that in addition to performing job
duties, it’s company policy to respect the rights and feelings of others and refrain from behavior
that is harmful to himself, co-workers or the company. A negative attitude affects all of those.
Deal with negativity on a case-by-case basis. An employee’s bad behavior may be a result of
stress or personal issues. Let them know that you see a change in attitude, and it’s having a
negative effect on the team and company. You want your employees to be successful, and if it’s
an issue that can be helped through your employee assistance program, remind them it’s
available.
Although each case will be unique, you should be consistent in how you deal with employees.
For example, if you react quickly when Nancy gets out of line, but you let Nick go a few weeks
bringing everyone down, you may be seen as giving preferential treatment.
If it’s not getting better

As a leader or manager, you should keep a diary of each of your employees. It will include notes
on what they do well and where they need deve

Coach employees to provide excellent customer service

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Good customer service is a cornerstone of successful businesses.

So, it makes sense that every

2. Empower employees to solve problems on their own

3. Encourage active listening

4. Invest in training and development

5. Support wide-ranging company knowledge

6. Talk to your employees

Depending on your company, that may warrant:

 weekly, 15-minute meetings with individuals

7. Model patience and empathy

8. Make customer service everybody’s job

Indiferent de circumstanțele dvs. exacte, există întotdeauna oportunități de îmbunătățire. Oferirea

1. Angajați rezolvatori de probleme

Asigurați-vă că descrierea postului și întrebările interviului se concentrează pe caracteristicile

2. Împuterniciți angajații să rezolve singuri problemele

Angajarea de rezolvări de probleme nu vă ajută dacă nu îi împuterniciți să rezolve efectiv

3. Încurajează ascultarea activă

4. Investiți în formare și dezvoltare

Luând conceptul de partajare a cunoștințelor cu un pas mai departe, puteți, de asemenea, să

5. Sprijiniți cunoștințele companiei pe scară largă

2Learn how to solve your people-related challenges

3Dig into the professional employer organization (PEO) model –

"HR outsourcing: A step-by-step guide to professional employer organizations (PEOs)"

Get a free copy of our step-by-step guide

by Jennise Chaffold | Performance Consultant Houston, Texas

How to coach employees who don’t think they

3 reasons your employees are stonewalling

3 motive pentru care angajații tăi sunt în siguranță

Lay a foundation of trust

That leads us to our next tip…

Share company goals

Remember: You are only as successful as your team.

 Do you need more information about your role?

You can do the same thing in the workplace.

Coach and cultivate the relationship

More about coaching employees

2Learn how to solve your people-related challenges

3Dig into the professional employer organization (PEO) model –

"HR outsourcing: A step-by-step guide to professional employer organizations (PEOs)"

 The basics of partnering with a PEO to outsource your HR

Get a free copy of our step-by-step guide

by Insperity Staff | Human Resource Advisor Houston, Texas

5 tips for coaching and developing employees

But let’s face it – that probably won’t work, either.

1. Learn why your employees fail

2. Analyze mistakes, but don’t get bogged down in analysis

Be clear that everyone has the opportunity to improve.

4. Examine your expectations and adjust any need for

5. Celebrate, encourage and learn from failure

2Learn how to solve your people-related challenges

3Dig into the professional employer organization (PEO) model –

"HR outsourcing: A step-by-step guide to professional employer organizations (PEOs)"

 The basics of partnering with a PEO to outsource your HR

Get a free copy of our step-by-step guide

How to create a continuous learning culture in

 The economy undergoes cycles.

Of course, people don’t remain static either.

 Personal goals evolve.

The risk of not continually learning

Your company can:

 Become stagnant and complacent

Enabling a learning culture to flourish

1. A clearly expressed commitment to learning and self-improvement