Employer Value Proposition

In this economy, defining your EVP, Employer Value Proposition,  is critically important.  Each candidate you speak with likely has multiple offers and if you can’t clearly explain how and why you are different and better and what you stand for, it is likely their decision will be to take their desirable skill set elsewhere.

For those of you with knowledge of basic psychology, think of the EVP as Maslow’s hierarchy of needs. There are base needs where you need to stay competitive.  Those include compensation and benefit offerings.  There are differentiators which include whole wellness initiatives and career growth and there is the unique reason why you r company exists.  More employees today are looking for alignment between their personal values and the values a company espouses.

Competitive Offerings

Remaining competitive in this fast moving economy is no small challenge.  A scarcity of qualified people to fill positions a makes this a buyers’ market.  Ensure that your midpoints are truly targeted at around the 60th percentile of the market and consider developing a lead/lag or lead/lead structure that will allow you to stay ahead of the market not only at the beginning of the year, but throughout the year as well.   Benefits are another area that you need to just take off the table in the candidate’s equation.  They should be competitive, your employer to employee cost ratio should be average or better.  You might consider adopting a safe harbor 401(k) plan where all employer contributions are immediately vested.  This is appealing to the millennial crowd who are expected to have upwards of 15 jobs throughout their lifetime.

Differentiation

Here’s your opportunity to really stand out from the crowd.  Make sure you can answer the questions around a prospective employee’s career path within your organization.  What percent of your positions are filled internally?  Do you have Individual Development Plans?  How often are they updated?  What type of training do you offer? What is the most likely next position and how long might it take to get there?  How are high potential employees identified in your organization?

Workplace lifestyle or total wellness is another area that you can make a name for yourself.  Employers are waking up to the fact that employees who are struggling with emotional, social, physical or financial issues outside of work are not able to bring their best selves to work.  Employers are increasingly focusing on wellness platforms that are not only fun, with contests and prizes, but offer employees a wealth of education opportunities.

Unique

Ultimately, your purpose statement needs to explore and clearly state your WHY.  It should be a unique expression that sets your company apart and tells you candidates what you truly stand for.  One of the better books on this topic is Start With Why by Simon Sinek.  Make sure that it speaks to what is unique about your organization and is not compiled of generic statements.

Overall, the more you understand about why a candidate should select you, the better able you are to convince the candidate of that fact!

Can People Analytics Strengthen your Internal Communication Strategy?

One of the largest challenges experienced by companies who grow quickly and broadly is that of communication.  It’s like the old childhood game of telephone. After it has been repeated 8 times, the message is no longer the same. It’s not on brand, it has lost its intent or worse yet, it is simply no longer factual.  Some companies are turning to People Analytics, a subset of Organizational Network Analytics (ONA),to start to solve these problems.

People Analytics allows organizations to visually see the flow of information within the company.  There are three main kinds of communicators, according to the Deloitte consulting firm, one of the main proponents of ONA. Central communicators are influential people who seem to know everyone, are up to date on important news, have lots of information to share and willingly share it. They can be located anywhere in a hierarchy and often times may be in lower level positions. Knowledge brokers, in contrast, facilitate information sharing by serving as bridges between nodes. These are people who are situationally connected based on a work product or short term project.  Peripheral communicators are low-profile people with poor or nonexistent connections to the organization. In order to have an effective communication strategy is has to be defined and executed with all three types of communicators in mind.  

Uses for ONA

For example, knowledge brokers often have important connections, not only situationally internal to the organization, but external to the organization as well.  This outside information and expertise can go underused if the broker lacks strong internal ties. Peripheral communicators are at risk of leaving the organization, which can be a detriment if their skills are highly valued. The insights from ONA may also reveal that people with formal authority and titles are not the real leaders of the organization. Identifying the leaders can, for example, speed buy-in and adoption of new initiatives.

Most companies have a strong focus on diversity and inclusion initiatives and companies can use ONA to spot exclusionary tendencies that might indicate discrimination or bias. Consciously creating project teams to ensure that there is diversity of experiences and thoughts goes a long way to securing the best outcome.  ONA can also help identify internal candidates for job openings and promotions. Strong communication skills are necessary at almost all levels in an organization.  

Workforce planning is another talent management function that can benefit from ONA. Managers can use the analysis to decide where to reassign people so they collaborate more effectively using the least amount of resources. ONA can help identify where work is being done and who is doing it, which can affect decisions about hiring, promoting and developing employees.

While not the only answer, ONA and the use of People Analytics can be one strategy to employ when contemplating your communication strategy.  Knowing where your starting point is, who your informal organizational leaders are and who you need to spend extra time with to ensure optimum levels of engagement is a big step forward!

Why you shouldn’t post a job description

sherrie-suski-descriptionsJob descriptions most certainly have their place.  Written accurately, they spell out the specific requirements for each position within the company, list essential job functions, any physical requirements and the education or certifications necessary.  However, few individuals are compelled to join a company based on a very dry outline of what the job entails. Employees today are looking for the story behind the company. What do they stand for? What is important to them?  Are they aligned with a candidates’ personal values? And how do the employees fit into that equation?

Zappos is a perfect example of a trend setting company that has done away with posting job descriptions altogether.  Instead of applying to specific jobs, their careers page allows candidates to opt-in to the Zappos community. People get to know the company on an informal basis instead of focusing on a job.

Here’s how they describe it on their Insights blog:

Anyone coming to our new careers site will see information about each department — our employees, the department’s unique culture, and which roles that department typically fills. Job seekers will have an opportunity to make an introduction to that department rather than apply for a specific position. The whole concept is to “take a look Inside Zappos.” Job seekers will get to take a look “Inside Finance,” “Inside Merch,” etc. If they look inside and like what they see, they can introduce themselves and become a “Zappos Insider.” Without the ability to apply for specific roles, we will no longer need to send inhumane rejection templates. Instead, we can begin to focus on long-term engagement.

Focusing on the company and attracting people who are aligned with your values is critically more important than sourcing for a specific skill set.  Often times, the skills for the jobs being hired for can be taught, but it is an uphill battle to convince someone who is not aligned with your culture that it really is the best way to do things, treat people, speak with residents etc..

Think for a moment about the difference in these two statements:

  1. Responsible for developing, enhancing, modifying and/or maintaining applications in the Global Markets environment
  2. Launch new trade application in the Global Markets environment

Which one is a call to action?  Which one says something about where the company is going and what is important to them?  And which one has the better chance of attracting a driven, high potential candidate?

This is a great picture of a skill set that was almost certainly not outlined in a traditional job description.  

Don’t be afraid to ask for what you want and to emphatically state who you are.  The old adage :if you don’t stand for something, you stand for nothing” is an immediate turn off to today’s top candidates!

Past Performance and Future Results

sherrie-suski-businessYou know those caveats that are posted on every website about every investment transaction?  The ones that say, “past performance is not an indicator of future results”. Those same warnings should be adequately displayed on every employee.  Past performance in one role, does not necessarily predict future performance in a different role or even the same role at a different time

 

Looking backwards- Performance Appraisals

Performance appraisal do a decent job of reflecting backwards.  What did an employee accomplish during the year? What goals were met? Where were their biggest wins?  There are a number of ways to conduct them, some infinitely better than others.

Annual- Annual performance appraisals are quickly, but not quickly enough, in my opinion, going by the wayside.  They have a tendency to really only be focused on the last quarter because asking any manager to remember what accomplishments their 5-10 direct reports had a year ago is a hefty task.

Quarterly- Many companies are taking steps in the right direction and moving to quarterly reviews.  These have a few benefits: They decrease the time between action and remediation if necessary, allow for more frequent communication between a manager and his/her direct reports and help to align individual objectives more closely with ever changing company objectives.

Realtime- a few companies have successfully mastered real time feedback. An open social media type platform where feedback is given on a continuous basis, sometimes daily, sometimes weekly, but it an ever-flowing stream of communication similar to a SnapChat streak, but without the pictures- don’t want to miss a day!

360- the really advanced organization have mastered the art of 360 feedback. This is quite a bit harder than it seems because the landmines are around accepting feedback, not just giving it.  For this method to be effective, you have to have a self-actualized workforce who is mature enough to handle and disseminate meaningful constructive feedback at all levels throughout the organization.  

 

Looking Forwards- Talent Planning

Organizations have realized that doing an annual performance appraisal and setting a few goals for the next year is far from a perfect process.  They know they need to develop leaders to be able to assume increasingly complex roles, but how? In steps Talent (sometimes known as Succession) planning.  Talent Planning looks forward.  It asks the question- what skills do I need to be able to have a greater impact on the organization? What is my potential?

Impact and potential are defined differently depending on who you talk to and what the organizational culture is.  In general terms having greater impact can be defined as having characteristics of Intellectual Curiosity, Critical thinking, Innovation, Agility, Change Management and Collaboration.  It is those traits that allow an individual to go beyond where they are today and tackle projects that will have a greater impact on the organization going forward. Not everyone who is a top performer will automatically score high on potential, nor should they.  Every organization needs a core of employees who are content being specialists and growing horizontally and not vertically!

Executive Coaching

Does Executive Coaching deliver on the promised results? The answer to that question lies in setting the appropriate expectations at both the organizational and the individual level.  The best coaches in the world cannot affect change with an unwilling participant and/or in an unsupportive environment. But what about a willing participant in a supportive environment?  What is needed in the process to not only affect immediate change, but sustain long lasting change, the kind that can make or breaks careers?

Most executive coaches are, in fact, behavioral coaches. If an executive is displaying behaviors that are in conflict with the organizational values or are simply not in their own best interests as a leader, then a coach versed in behavioral theory may well be an effective solution. Coaching works best with high potential people who are willing to make a concerted effort to change. This effort requires hard and sustained work on the leader’s part.  Most executive coaches will not take assignments that are less than 6 months and many run for up to 18 months with longer check in times.  That’s because change takes awhile before it becomes a habit that is repeatable without having to think about it. The leader has to truly want to change.  There is no magic bullet an executive coach brings that will allow the leader to succeed without putting in the effort.

The organizational environment has to be supportive as well. Organizations are made up of people, all with their own agendas, some noble and others not so much.  It sounds simple enough, but everyone involved in the coaching exercise has to want to person being coached to succeed.  If a senior member of the management team secretly hopes the coach returns after the initial assessment to say that the leader is not coachable, unwilling to participate or that it is some innate character flaw that cannot be addressed through behavioral change, then the likelihood of success is low.  For this reason, it is important for the coach to take the time needed to ask the hard questions and to continue to probe until he/she is satisfied that the coaching exercise is being pursued for the right reasons.

The Benefits of Executive Coaching

Enhanced Productivity

An effective coach can assist the leader in prioritizing multiple initiatives ensuring that the focus remains on those most critical to driving the business forward.  The coach can also serve as another person to hold the leader accountable for deliverables and can push back when excuses are given.

Empowered Decision Making

Executive coaching focuses on what is important and can support the leader in making empowered decisions that they may hesitate to make otherwise. Executive coaching assists in gaining clarity and helps to develop plans to minimize distractions and focus on actions that align with the business mission, vision, value, and goals.

Effective Feedback and Communication

The key to evaluating performance and driving change is truthful feedback, and there can be no better way for you to get quality feedback than by using a coach. Effective communication and collaboration in a business setting are key areas that drive the business outcomes. Good coaches will solicit feedback from 4-6 constituents across the organization to gain a well rounded view of the leaders communication style.

Emotional Intelligence and Empathy

Emotional intelligence is the “the ability to recognize your emotions, understand what they’re telling you, and realize how your emotions affect people around you. It also involves your perception of others: when you understand how they feel, this allows you to manage relationships more effectively.” In other words, your own emotional self-awareness serves as an aid to understanding other people’s emotions; furthermore, you respond with empathy to their needs. You can see why emotional intelligence is so crucial to leadership positions. A coach can point out areas where they think leaders are misreading or ignoring situations calling out for EQ.  

In closing, executive coaching can be extremely useful in situations where the leader and the organization are willing, honest  and hopeful participants in the process.

Wellness Programs

 

Bring up the word Wellness and what immediately jumps to mind is usually ways to improve the physical health of the workforce.  However, true wellness covers a broader spectrum and includes, not only physical, but emotional and financial wellness as well. Especially at this time of year when the urge to overspend is likely, a targeted approach towards financial wellness makes all the sense.  Similar to overeating and alter regretting it, over spending comes with its own regret and last log after the start of the new year and take much longer to rectify than losing a few pounds.  

The most effective Financial Wellness programs, however, are not a one size fits all.  A new study by Prudential Financial, Inc. examined differences in the financial needs and attitudes of various underserved groups in the workplace and the income inequality that affects each set. The 3,000 U.S. respondents included women, African Americans, Latino Americans, Asian Americans, caregivers, and members of the LGBTQ community.

Among key findings in the survey, African Americans across all income levels were more likely than the population at large to prioritize helping others financially, including caring for parents or other family members, paying their children’s college tuition, leaving an inheritance to their heirs, and giving to charity. Women in the survey earned an average annual income of $52,521, compared with $84,006 for men. Half of women said they were the primary breadwinner in their household. Almost 40% of caregivers don’t think they’ll ever be able to retire, compared to just 25% of non-caregivers, and caregivers were more likely to take out a loan or hardship withdrawal from their 401(k) plans.

In a statement, Lata Reddy, Prudential’s senior vice president, Diversity, Inclusion & Impact, said a person’s path to financial wellness is deeply personal. “While there are common experiences that tie us all together, there are also distinct factors that are unique to our individual journeys that impact the ultimate destination,” she said. “These factors need to be clearly understood for true progress to be made.” Reddy recommended that employers listen to the people in each community to understand their needs.

This ties in nicely with the Workforce of One approach that I am so an advocate of.  Programs created for the “average” employee are serving no one, because no one is the “average” employee.  Just like the Target page that pops up with different recommendations depending on who is logging in, we need to design our HR programs to ensure that we are meeting the needs of individuals.

Corporate Wellness Programs

 

There is some truth to the saying that “An ounce of prevention is worth a pound of cure”.   And more employers are taking a holistic approach to their employees’ health and well being.  Not only is it good for the employees, it’s good for the company’s bottom line! To effectively integrate an approach toward health and wellness into the workplace, though, requires planning, education and a platform.  Enter the new breed of Wellness portals. Wellness portals are a critical piece of a total wellness solution.

Wellness portals are online platforms designed with responsive design in mind so that they can be accessed from any device at any time.  Wellness Portals offer a place for every member of your workforce to access secure, personal information having to do with their particular paths toward wellness. They will be able to track their progress in a wide variety of different program activities, set goals for themselves, and see these goals achieved which creates motivation to set new goals.

The Best Wellness Platforms Should Be Able To:

  1. Conduct a confidential Personal Health Assessment
    2. Educate (videos, books, webinars, biometric results)
    3. Track program participation and activity
    4. Make engagement easy with a mobile app
    5. Track and administer incentives and rewards
    6. Demonstrate how to be healthy
    7. Provide the tools needed to be healthy
    8. Deliver behavior change campaigns and challenges
    9. Encourage social support
    10. Create a health promoting culture

If you choose, Biometric screening can be integrated with your wellness portal so that the results of any screenings your employees have done can be accessed through their own portal and they can keep track of screenings year over year to track progress.  

Although a wellness portal is a fantastic, some employers believe that having an employee wellness portal is the same as having a wellness program. They mistakenly assume that all their company needs to improve employee health and reduce health care costs is get their employees to go online. A wellness portal is not a wellness program. It’s a computer software program that can be used to help deliver wellness programming and help manage the process. They have all of the features and benefits that come from the computer coding and programming and are tools to encourage and promote a healthy lifestyle!

Thankfulness

At this time of year many of have much to be thankful for, family, friends, our health, our homes.  It’s a shame that high on that list for many is not our life’s work.  I remember sitting around a Thanksgiving table years ago with our extended family on both sides going around the table talking about what we were thankful for and when it was my turn, one of the things I mentioned was my work.  This was met with disdain by one of the people around the table.  How ridiculous that I would name my job as one of the things that I was grateful for in my life.

How sad for that person that their job, their life’s work, their chosen profession was not one of the things that they could take pride in and be grateful for.  There are many benefits of work:

Fosters Creativity and Learning

Creativity thrives when people have an opportunity to work together. Brainstorming ideas prevents stale viewpoints that often come out too little interaction.

What you have learned from your individual experiences is entirely different from your coworkers. Thus, work maximizes shared knowledge and you learn new skills you can use for the rest of your life/career.

Builds Trust

Relying on other people builds trust and working establishes strong relationships. Despite occasional disagreements, an effective workforce enjoys working together and shares a strong bond. When you put your trust, you are establishing the foundation of a relationship that can endure minor conflicts.

Trusting your teammates also provides a feeling of safety that allows ideas to emerge. It helps employees open up and encourage each other.

Teaches Conflict Resolution Skills

Workplace rewards encourage employees to feel proud of their contributions. Tackling obstacles and creating notable work makes team members feel fulfilled. Working toward achieving company goals allows employees to feel connected to the company. This builds loyalty, leading to a higher level of job satisfaction among employees.

Encourages Healthy Risk Taking

Working with co-workers allows team members to take more risks, as they have the support of the entire group to fall back on in case of failure. Conversely, sharing success as a team is a bonding experience. Once a team succeeds together, their brainstorming sessions will produce revolutionary ideas without hesitation. In many cases, the riskiest idea turns out to be the best idea. Teamwork allows employees the freedom to think outside the box.

The benefits of work are many that have nothing to do with the economic benefits.  The benefits of work are a matter of what one does while working, the social relations one enjoys, and the of learning one avails themselves.

Your Context Determines Your Results

sherrie-suski-context

Imagine for a moment that two people are attending the same event.  One walks into the room with the excitement of meeting new people and networking.  She is excited about what may unfold; the other, feeling insecure, dreads the event.  She fears it will be awkward and that small talk will not come easily. Strangely enough, that is exactly what happens.  The first person has a fabulous time, meets dozens of new people, is memorable and leaves the event feeling exhilarated. The 2nd person, chooses to arrive late and leave early, to spend as little time as possible in an uncomfortable environment.  Oddly, each person experiences the exact same event differently, but exactly as their initial context would have predicted.  Why is that?

Context

It is because our context sets off a whole chain of predictable events.  Our context is what we believe about something, it is our internal speak, our expectations that we set about something or someone.  The funny thing about context is that it works in a very predictable way to create results.

Assessment

When we assess a situation, we look at it form our particular point of context.  What we see and hear, our assessment, depends on our context.  In our example, the first person walks in and sees everyone smiling and laughing and is excited to join the conversation.  The second person walks in and assesses the situation whereby everyone already has a group and she is not a part of it. She doesn’t know what they are talking about and believes she will not fit in.

Emotions

The emotions are created based on our assessment of a situation.  The first woman feels emotions related to excitement, energy, enthusiasm and, perhaps, most importantly, belonging.  The second woman feels emotions related to insecurity, fear, loneliness and lack of belonging. Both set of emotions have been reinforced by their assessment of the situation.

Behaviors

Behaviors require action.  However, the actions we choose are a direct reflection on the context, behaviors and emotions that preceded them.  One woman spends time moving from group to group, contributing to each conversation.  The other woman joins one group, quietly listens, does not feel comfortable contributing and decides to escape the uncomfortableness and leaves the event early.

Results and outcomes

Last in the chain of events comes results.  Results are what we make happen or allow to happen to us- the choice is ours.  In both cases, the initial context has been reaffirmed. The first woman is likely to go to another event- she perceives that everyone liked her and she made new contacts.  The second woman confirmed that these types of events are uncomfortable, that groups form quickly, and she does not possess the social skills to join in.

Think, for a moment, about the recent results in your life and the context you have that precedes them.  Could the results have been changed if your context had been different? Don’t you owe it to yourself to try?

 

 

Diversity and Inclusion in the Workplace

sherrie-suski-diversity

Diversity is not just the range of human differences, but acknowledging, understanding, accepting, and valuing differences among people including, but not limited to, race, ethnicity, gender, gender identity, sexual orientation, age, social class, physical ability or attributes, religious or ethical values system, national origin, and political beliefs.  Diversity and Inclusion programs are developed in the workplace to ensure that people of all types are included at all levels of the organization and can draw on each other’s strengths and experiences.

The world’s increasing globalization requires more interaction among people from diverse backgrounds. People no longer live and work in an insular environment; they are now part of a worldwide economy competing within a global framework. For this reason, organizations need to become more diversified to remain competitive. Maximizing and capitalizing on workplace diversity is an important issue for management.

Managers need to recognize the ways in which the workplace is changing and evolving. Managing diversity is a significant organizational challenge, so managerial skills must adapt to accommodate a multicultural work environment.

Effective managers are aware that certain skills are necessary for creating a successful, thriving, diverse workforce.

First, managers must understand discrimination and its consequences.

Before we can truly embrace a diverse workforce, managers must understand that discrimination hurts us all, not just the person who is of a different ethnicity, but those who have to witness it.  It creates a divide in the workplace and is counter to the desire to collaborate.

Second, managers must recognize their own cultural biases and prejudices.

Each individual is unique and does not represent or speak for a particular group. When creating a successful diverse workforce, an effective manager should focus on personal awareness. Both managers and employees need to be aware of their personal biases. Therefore, organizations need to develop, implement, and maintain ongoing training because a one-day session of training will not change people’s behaviors.

Finally, managers must be willing to change the organization if necessary.

Organizations need to learn how to manage diversity in the workplace to be successful in the future. When dealing with diversity, managers must promote a safe place for associates to communicate. Social gatherings and business meetings, where every member must listen and have the chance to speak, are good ways to create dialogues. Managers should implement policies such as mentoring programs to provide employees access to information and opportunities. Also, employees should never be denied necessary, constructive, critical feedback for learning about mistakes and successes, due to concerns about a person’s differences.

Managing diversity is about more than equal employment opportunity and affirmative action. Is it about embracing each of our unique differences.