Equality in the Workplace - An Employer's Guide

All Irish companies, regardless of their size, need to be aware of and address the issue of equality in their company policies. Equality legislation requires that no person is discriminated or treated in a less favourable way than another person on any of the nine grounds mentioned in the equality legislation.

Equality issues, including discrimination, remain significant in the workplace and in the course of employment. Employers therefore should have proactive measures in place to inform and protect their employees and the company. An employer is responsible for all equality issues within the workplace and should deal with equality issues, including discrimination, by having in place effective policies and procedures.

I am very proud to have worked with ISME, the independent small and medium size business organisation, and the Equality Authority on this equality guide for employers.

This guide provides companies with the necessary information in order to prevent discrimination from taking place in their workplace, through helping them to prepare their own equality policies and procedures. A business, which has the necessary equality policies in place (equality and diversity policy, equal status policy and bullying and harassment policy), has made their employees aware of the correct behaviour and provided it adheres to these policies, has a first line of defence in case of a complaint against them.

Employers are liable for anything done by an employee in the course of his or her employment, unless the employer can prove that he or she took reasonable practicable steps to prevent the discrimination. Then under vicarious liability the employer could be held responsible.

An example is where an employee discriminates against a foreign employee of the company by calling him names, referring to his country of origin. Whether this incident happened in the workplace or in a work related function outside the workplace, the employer is responsible.

If a company wants to protect itself, it will need to put in place measures to prevent discrimination, such as:

• An equality policy.

• A bullying and harassment policy.

• An equal status policy.

• Proof that employee’s received a copy of the policies or that employees had easy access to the policies and understand the policies.

• Proof that managers and supervisors were trained regarding equality.

• Proof that the policies were explained to employees and that they were made aware of and understand their responsibilities.

Once the company becomes aware of potential issues, the person designated to deal with equality should speak to the individual concerned and establish what happened, what is necessary to resolve the issue and document the discussions.

If there are breaches of the equality policies, the employees, customer or visitor can bring a claim against the business through the Equality Tribunal in the first instance or to the Rights Commissioner, Labour Court or Circuit Court.

In addition to the legal requirements, there is evidence that initiatives that promote workplace equality and foster diversity can bring significant benefits for both employees and employers. There is a positive relationship between the adoption of equality policies and employee performance outcomes, including reductions in absenteeism, labour turnover, improved employee relations and innovation and creativity. There are also positive outcomes for the employees, such as commitment, job satisfaction, life satisfaction, reduced stress, etc.

Equality in the Workplace - An Employer’s Guide will be launched on Friday 11^th November 2011 at the ISME Business Conference, RDS, Dublin.

Campbell International has had a long association with the Equality Authority in assisting small and medium size organisation with equality issues. If you have any queries in relation to equality in the workplace please do not hesitate to contact Kenneth Buchholtz of Campbell International at 065 7071933. 

Responsive to Change

“It is not the strongest species that survives nor the most intelligent but the ones most responsive to change”- Charles Darwin.

This was written on a wall in a conference room at Zimmer, Shannon when I was attending an information session for human resource managers. It makes you stop and think, especially in these turbulent economic times.

Every HR manager can tell you how quickly people get used to something new which they like and get very upset if this is taken away. This applies to any group of people. I see it with my family, voluntary groups, business groups and employment situations. Yet if you wish to be successful you need to be receptive to change in order to survive. This applies to single persons and groups of people in organisations.

People tend to be more effective if they are familiar with tasks and have to perform them in a routine or repeated way. Even with behaviour it works like this if you can repeat the same behaviour for 28 days it becomes a habit and you then will routinely perform this new behaviour. Yet once you get used to it, it will be difficult to let it go again.

Yet we see, as Darwin mentioned, that if you are more receptive to change you will be more successful in survival. 

How can you manage this receptiveness to change with your staff in your company? Is there a structured approach to managing change? There are a number of things you could do which would be helpful if you need to change things in your organisation

Communication – Have good communication structures in place and explain the reasons why the company is taking actions. Organise information and consultation sessions with your employees and keep them abreast regarding the developments which affect the organisation. Be timely with your information, do not let your employees read or hear about changes at the company trough, newspapers or television.

Trust – Create an environment of trust between management and staff members. Trust is only built up over a period of time yet trust can evaporate in a very short time period. Be straight, honest and diplomatic with your staff members. Trust is built by being a positive influence, being consistent and being predictable in your behaviour.

Goal Orientated – Staff members need to know what is the goal of the change what will be achieved with the change and what is the required end result of the exercise. A very novel way could be to involve staff members in setting the goals – you might be surprised to see what they come up with.

Project Management – A good way to organise the whole change process is using project management methods to structure the change process. Project Management makes you organise your resources and people available to achieve the change process and to have a clear timetable regarding what has to be achieved.

Regularly Change - Organisations need regular change. If you haven’t changed anything in years it will be difficult to manage any change as there will be fierce resistance. If you change too much too fast people get tired of it and get irritated about the need and pace of change. Remember most people prosper in a familiar environment in which they know what is expected of them and what their tasks are. If this becomes unclear because of the pace of change it can backfire on the change process. Change needs to be at a steady pace if it isn’t it will destroy the structures necessary to be able to work effectively.    

We have learned that change needs to be constant, that the organisation needs to be aligned with their environment and needs to be responsive to change. Change must be on the agenda of any management team and can’t be taken off when business seems to be going fine again.

Finally grant us the serenity to accept the things we cannot change, the courage to change the things that we can, and the wisdom to know the difference.

The Verwoerd Case - The difficulty with Dismissal.

In recent days the newspapers reported the dismissal of Ms Melanie Verwoerd by UNIFEC Ireland. Again this case highlights the importance of following the correct procedure when handling a dismissal or any other disciplinary issue.

If the newspapers are correct then it seems that those important procedures weren’t followed. Sending an e-mail with the message that the employee is dismissed is absolutely not the way to handle this. Not only is it extremely insensitive and impolite but it goes against all disciplinary procedures and codes of practice. Natural justice in such circumstances has to take place, this means that the following should have happened: -

·         The employee must be presented with the case against him / her;

·         The employee must be allowed to be represented;

·         The employee must be permitted and allowed to state their case

·         The employer must hear and be seen to hear the case being made

The employer must only form judgement and come up with a final conclusion after having considered all the facts disclosed.

From the newspaper report this doesn’t seem to be what happened. It was reported that Ms Verwoerd received two years salary as compensation which is the maximum compensation under the Unfair Dismissal Act. Does giving the maximum compensation make it alright?! Unfortunately, this normally applies only if employee and company have agreed to such a severance payment with a signed severance agreement which mentions that certain conditions are fulfilled which both parties have agreed and the agreement has been signed by both parties. If there are no specific conditions mentioned and there is no signed agreement then the payment is basically a voluntary payment from the company to the employee and as such doesn’t affect the dismissal case.

This case once again highlights that a dismissal is still not understood by a lot of senior managers and as a result serious mistakes are being made.

It is essential that the Code of Practice on Discipline is followed. If you follow the essential steps of the code of practice then employees can be fairly dismissed for the following reasons: Conduct, Capability and Competence and Redundancy. In cases where the conduct, capability and competence of an employee aren’t up to the required standards the first thing a manager or supervisor needs to do is to give a verbal warning. While giving a warning you must inform the employee regarding the departure of required standards, what action of improvement is required, when will the matter be reviewed again, what time limit is on the warning and what action will be taken if the improvement is not made. As you probably have to prove as a company that the dismissal was fair you need to prove that you gave the warning by putting it in writing as well and preferably you give the warning in the presence of a fellow manager. If the agreed improvements do not take place then you should give a written warning. Again you must inform the employee regarding the departure of required standards, what action of improvement is required, when will the matter be reviewed again, what time limit is on the warning and what action will be taken if the improvement is not made. Again give the written warning in the presence of another manager, as you might have to refute any allegations of unfair behaviour made against you at a later stage. If the necessary improvements do not materialise or other misdemeanours occur during the time limit of the warning, then the Final Written Warning comes into play which is given again in the presence of a fellow manager. You need to explain again what is required from the employee and how long the warning stands. If the necessary improvements do not come about or other wrongdoings happen during the time limit then a disciplinary meeting, as in previous warnings, needs to be conducted in which natural justice has to take place. In coming to a final decision the manager must reflect that the sanction must be appropriate to the charge. If there is a dismissal this must be not seen as excessive, the manager must have approached the hearings fairly and objectively.

It sounds like an impossibility that any employee will let it come to three warnings and still hasn’t got the message, however, it has happened and will happen again tomorrow, so be prepared!

As the employee in a dismissal case is probably going through one of the worst moments in their life, always be polite and respectful to the employee. This is always helpful for both parties.

Unfortunately, as Ms Verwoerd’s case is going be a costly affair the real losers will be the children who UNICEF supports.

If you want to talk about any how to handle a disciplinary issue give me a call at 065 7071933.

Connection

Edward M Hallowell in his book ‘Shine, Using Brian Science to Get the Best from Your People’ explains in clear terms that connections between people add to the well being of the employees and their organisations.

  

Connection refers to the bond an individual feels with another person, group, task, idea, mission, piece of art, pet or anything else that stirs feelings of attachment, loyalty, excitement, inspiration, comfort or willingness for the sake of a connection. The more intense the connection, the more effective the employee will be. Intense connections generate positive energy and the more positive energy a person brings to work, the better work he will do.

By contrast, disconnection refers to disengagement and distance from a person, group, task, idea, or mission. Disconnection is one of the chief causes of substandard work in the modern workplace, but it is also one of the most easily corrected.

Therefore promoting positive connections of all kinds within the workplace should be a top priority for managers. Identifying disconnection, and intervening to create connection where disconnection is found, can quickly lead to improve productivity.  

To help an employee achieve top performance connection has to drive the process. The feeling of connection stabilizes and propels an employee.

Recent research shows that if an employee feels disconnected from his manager and believes that she is unskilled or lacks the ability to do the job well, that worker is more likely to get sick, miss work and have a higher chance of suffering a heart attack than those who feel connected. The study that brought us this information was based on data from some twenty thousand employees in Sweden, Finland, Germany, Poland and Italy who worked in a wide range of jobs.

Nicholas Christakis and James Fowlers in their book ‘Connected, The Surprise Power of our Social Networks and How They Shape Our Lives’ shows how social networks can bring out far more than each individual in a group possesses. As they point out, social networks can work for good and ill. From spreading happiness to spreading obesity, such networks work wonders, some desirable, some not. As Christakis and Fowlers explain; the surprising power of social networks is not just the effect others have on us it is also the effect we have on others. You do not have to be a superstar to have this power. All you need to do is connect. The ubiquity of human connection means that each of us has a much bigger impact on others than we can see.

This is good news for managers, and important to use to their advantage. Social networks can become one of a manager’s most powerful tools, if he understands them. You might think that it is not possible for happiness to spread among second and third parties, but you would be wrong. Believe it or not, if a friend of a friend of yours becomes happier this can directly impact on you in a positive way. Innovative researchers found through mathematical analyses of social networks, that ‘a person is about 15 percent more likely to be happy if a directly connected person ... is happy.

If you are managing others, they will perform better if you yourself are happy and show your joy. They will also perform better if you help them to connect with others. Connection, both to a person and to an endeavour is crucial because when a person connects with another person or task, his mind changes for the better.

But be careful. You have to be genuine in your efforts to connect. Otherwise you roam into Dilbert territory. A manager who reads these words and says:’ I get it, I should wear a smiley button at work’ will get the opposite result of what he hopes for. Fake smiles and forced connections backfire. But if you try to put your most positive self forward, if you promote others before you promote yourself you will go a long way toward creating the all-important positively connected atmosphere in your workplace.

If you want to connect give me a call at 065 7071933 we might even have a cup of coffee and smile!

Positive News for HR Professionals

We are living in challenging times for employees and companies and very often people are stressed out and look towards HR for advice and inspiration. This can be difficult however research has shown that there are answers. Fred Luthans (2009) has defined Psychological Capital which gives a positive approach to developing staff members, managers and human resources in today’s workplace.

Psychological capital includes Hope, Resilience, Optimism and Self-Efficacy all attributes which are extremely important in the current economic climate. We can all use a little hope, resilience, optimism and self efficiency to keep going in these difficult times.

Psychological Capital has been defined as an individual’s positive psychological state of development and is characterized by (1) having confidence (self- efficacy) to take on and put in the necessary effort to succeed at challenging tasks; (2) making a positive attribution (optimism) about succeeding now and in the future; (3) persevering toward goals and, when necessary, redirecting paths to goals (hope) in order to succeed; and (4) when beset by problems and adversity, sustaining and bouncing back and even beyond (resilience) to attain success. 

Positive organisational behaviour is the study and application of positively orientated human resources strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvements.

Managers who wish to enhance the performance of their direct employees will derive some benefit from exhibiting the attributes of hope, resilience, optimism and self-efficacy as managers serve as role models for their employees. If managers persist towards goal accomplishment and do not let setbacks deter them, employees will be more likely to follow suit. In addition when adversity strikes or uncertainty surrounds managers, how they cope will be observed and perhaps mimicked by employees. In short managers are always on stage and followers are watching and taking cues about how to handle situations, what is valued, expected and rewarded. Managers who become more aware of how their psychological capital and level of positivity in general influences their employees and subsequent behaviour will be more likely to see positive performance outcomes.

   

Psychological Capital can be developed through short training interventions, which last one to three hours. These include activities designed to enhance the components of efficacy, optimism, hope and resilience. For example in the hope component of a training module participants begin by delineating key goals they will use throughout the session. The facilitator then explains the need for a concrete end point to measure success, a framework that allows participants to work towards goal accomplishment as opposed to away from desired goals by using a ‘stepping’ method of identifying sub-goals as a way to reap the benefits of even modest achievements. The participants are instructed to generate multiple proactive pathways to the goal and reflect on and discuss the realistic options identified. On completion of this training intervention participants have taken ownership of a personally valuable and challenging goal and are prepared for obstacles and are ready to implement multiple contingency plans to attain their goals.

Psychological Capital training interventions will help build resilience by having participants identify recent personal and organisational setbacks within their work domain and employees have learned new tools to deal with setbacks and create a plan to handle these.    

Setting a positive agenda for survival is important in these challenging times. The lessons we can learn from Psychological Capital is that management can create and build a positive environment in their organisation. It is essential that HR takes the lead in this.  Creating Hope, Resilience, Optimism and Self-Efficacy in any organisation is of benefit for all involved. We saw that management is a role model for all employees and that they are closely watched by employees. If management is a role model than human resources are the real leaders in this and it is essential that they show Hope, Resilience, Optimism and Self-Efficacy on a daily basis. Pessimistic HR managers are the death knell for any organisation as they give no direction and suck up energy.

More than ever this is a time for positive HR managers who can create a positive environment and challenge the rest of the organisation to improve, be positive and creative.

If you want to talk to Kenneth Buchholtz about Human Resources issues then give him a call at 065 7071933.

CV Writing & Interview Technique - Career Development Workshop

CV writing and Interview Technique - Career Development

© Kenneth Buchholtz

In these challenging times a lot of companies have to let staff members go in order to secure their survival. This is both difficult for the employee and the company. The employee has to find a new career and the company has to face up to the fact that business is not going as planned. They have to let good staff members go which gives a lot of employers the feeling of guilt and failure.

One of the supports a company can give a departing employee is a programme of Career Development. What is Career Development? Career Development is to assist terminated employees by evaluating their current skills, providing constructive systematic job search skill support and teaching them where to find a new position.

Research results indicate that individuals receiving formal Career Development training have higher job search effectiveness and are more optimistic regarding recovery from job loss than those without.

The ability to deal with transition in the world of work is perhaps one of the most prevalent challenges that workers face today. Change is a reality and because of the economic reality employees, managers and executives must deal with having multiple careers during their lifetime. Staying with the same company for 35 years is no longer an option because companies are cutting back. The skill of finding new employment opportunities has become an essential survival skill in the current economic climate. Employees have to ensure their employability for the future.

Important reasons why organisations should use Career Development are for improving their company image in the community and maintaining morale in their beleaguered organisation.

To start with a Career Development programme the participants need to be aware that losing a job is similar to a bereavement process and if this isn’t dealt with on an upfront way a participant could remain too long in this process which would seriously harm his chance of success. The stages of a bereavement process are denial, anger, bargaining, depression and acceptance.

The next stage in the Career Development process is personal development in which participants are helped to explore their life and work – their abilities and shortcomings; their dreams and limitations; their values, wants, needs, interests, traits and very importantly their accomplishments and achievements. These are the essential inputs in developing the cornerstones of a new career.

Next is the job search in which the participant develops a CV which is attention grabbing, engaging and convinces the prospect employer to take action. The CV should entice the reader and should persuade the prospective employer to hire them.

Furthermore, the participants need to be introduced to the essential life skills of Networking. Networking is the process of making contacts and connections with other persons who can help us or influence others who can help us by providing career information or job opportunities. Surveys report that on any given day 85% of the available jobs are not advertised. The ability to network is an essential life skill to ensure the successful development of any career.

Developing interview skills is another important area of finding a new job opportunity. Interview skills are key to getting that new job. The participants are guided through on how to prepare and conduct interviews with potential employers. Participants are made aware of the appropriate dress and how to prepare to make a positive impression at the interview. Mock interviews are a useful strategy in teaching interview skills.

The last element of the Career Development process is planning. Planning is central in the job search. The participants gather a lot of information about different opportunities and have to make decisions about where they want to go and how they are going to get there and to explore the various options available to them. Furthermore they need to plan the newly available time in such a way that it creates new chances for them instead of stopping them from develop themselves.

The workshop will be delivered by Kenneth Buchholtz who has a Masters in Business HRM UL and he is a Chartered Fellow CIPD. 

If you are interested in attending, as an individual jobseeker, a workshop on CV Writing and Interview Techniques then give me a call at 065 7071933.

CV writing, Interview Techniques and Career Development Workshop

Date: Wednesday 20^th April 2011

Time: 9:00 am to 5:00 pm

Venue: Raheen Business & Conference Centre, Raheen Business Park, Raheen, Limerick

Investment: 99 Euro per person

(Payment has to be received before the start of the workshop)

We will cover the following topics at this comprehensive workshop: -

Ø  Comprehensive Toolkit & Manual

Ø  Developing the Curriculum Vitae

Ø  Understanding the Job Market

Ø  Marketing Yourself

Ø  Interview Techniques

Ø  Action Plan

CAMPBELL INTERNATIONAL

HUMAN RESOURCE CONSULTANTS

Cloncoul House, Ennistymon, Co Clare

065 -7071933

E-mail Info@campbellinternational.net

CV Writing & Interview Technique - Career Development Workshop

CV writing and Interview Technique - Career Development

© Kenneth Buchholtz

In these challenging times a lot of companies have to let staff members go in order to secure their survival. This is both difficult for the employee and the company. The employee has to find a new career and the company has to face up to the fact that business is not going as planned. They have to let good staff members go which gives a lot of employers the feeling of guilt and failure.

One of the supports a company can give a departing employee is a programme of Career Development. What is Career Development? Career Development is to assist terminated employees by evaluating their current skills, providing constructive systematic job search skill support and teaching them where to find a new position.

Research results indicate that individuals receiving formal Career Development training have higher job search effectiveness and are more optimistic regarding recovery from job loss than those without.

The ability to deal with transition in the world of work is perhaps one of the most prevalent challenges that workers face today. Change is a reality and because of the economic reality employees, managers and executives must deal with having multiple careers during their lifetime. Staying with the same company for 35 years is no longer an option because companies are cutting back. The skill of finding new employment opportunities has become an essential survival skill in the current economic climate. Employees have to ensure their employability for the future.

Important reasons why organisations should use Career Development are for improving their company image in the community and maintaining morale in their beleaguered organisation.

To start with a Career Development programme the participants need to be aware that losing a job is similar to a bereavement process and if this isn’t dealt with on an upfront way a participant could remain too long in this process which would seriously harm his chance of success. The stages of a bereavement process are denial, anger, bargaining, depression and acceptance.

The next stage in the Career Development process is personal development in which participants are helped to explore their life and work – their abilities and shortcomings; their dreams and limitations; their values, wants, needs, interests, traits and very importantly their accomplishments and achievements. These are the essential inputs in developing the cornerstones of a new career.

Next is the job search in which the participant develops a CV which is attention grabbing, engaging and convinces the prospect employer to take action. The CV should entice the reader and should persuade the prospective employer to hire them.

Furthermore, the participants need to be introduced to the essential life skills of Networking. Networking is the process of making contacts and connections with other persons who can help us or influence others who can help us by providing career information or job opportunities. Surveys report that on any given day 85% of the available jobs are not advertised. The ability to network is an essential life skill to ensure the successful development of any career.

Developing interview skills is another important area of finding a new job opportunity. Interview skills are key to getting that new job. The participants are guided through on how to prepare and conduct interviews with potential employers. Participants are made aware of the appropriate dress and how to prepare to make a positive impression at the interview. Mock interviews are a useful strategy in teaching interview skills.

The last element of the Career Development process is planning. Planning is central in the job search. The participants gather a lot of information about different opportunities and have to make decisions about where they want to go and how they are going to get there and to explore the various options available to them. Furthermore they need to plan the newly available time in such a way that it creates new chances for them instead of stopping them from develop themselves.

The workshop will be delivered by Kenneth Buchholtz who has a Masters in Business HRM UL and he is a Chartered Fellow CIPD. 

If you are interested in attending, as an individual jobseeker, a workshop on CV Writing and Interview Techniques then give me a call at 065 7071933.

CV writing, Interview Techniques and Career Development Workshop

Date: Wednesday 20^th April 2011

Time: 9:00 am to 5:00 pm

Venue: Raheen Business & Conference Centre, Raheen Business Park, Raheen, Limerick

Investment: 99 Euro per person

(Payment has to be received before the start of the workshop)

We will cover the following topics at this comprehensive workshop: -

Ø  Comprehensive Toolkit & Manual

Ø  Developing the Curriculum Vitae

Ø  Understanding the Job Market

Ø  Marketing Yourself

Ø  Interview Techniques

Ø  Action Plan

CAMPBELL INTERNATIONAL

HUMAN RESOURCE CONSULTANTS

Cloncoul House, Ennistymon, Co Clare

065 -7071933

E-mail Info@campbellinternational.net

Why Human Resource Management?

Why Human Resource Management?

In the current economic climate we need to improve our performance as individuals, organisations and as a country. Whoever we are, we need to take stock and assess how and what we could do to improve our performance. As individuals we have to be realistic and see what actions we need to develop in order to better ourselves. This might bring us in unchartered waters and test our comfort zones but life as we know it has changed so radically that we can no longer sit back.

Also as organisations we need to re-evaluate ourselves and assess what we can do better. Human Resources management when properly implemented and executed can add value to our organisation. Your employees are an essential part of your organisation and provide you with the workforce to execute your work and services.

Studies claim that Human Resource Management impacts on your company’s performance. The effects of high performance management practices are real, economically significant and general – and thus should be adopted by your organisation (Pfeffer, 1998). In the UK, several reports have argued that an economic and business case for good people management has now been proven: for example, CIPD (2004) notes that more than 30 studies carried out in the UK and US since the early 1990s leave no room to doubt that the relationship is positive and that it is cumulative. There is a growing consensus that high performance is linked with high quality in practice in such areas as recruitment, skill development and training, remuneration, job design and organisational culture (Marchington, 2005).

Taking this all in what should you do as an Irish SME organisation to use Human Resource Management for your benefit?

·         Recruitment – hiring the right employees is essential for any company. Ensure that you are trained in conducting interviews and that you know what skill set and competencies you are looking for. Too often managers have no training or skills in selecting the right candidates and are just hoping they are doing the right thing. With the cost associated with a misplaced recruitment, you can’t afford to take recruitment that casual anymore.

·         Skill Development and Training – you need to find out what training is necessary and need to be creative on how you train staff members in the necessary skills either through on the job training by co-workers or through short seminars by more experienced staff members. Internal coaching of your high potentials by experienced managers is a cost effective way of ensuring development in difficult times. Try to keep even a small training budget because it will show that your company believes it has a future. The most important message is that the organisation is willing to keep investing in people as employees are the biggest asset a company has. Furthermore, due to your investment in training and development you will be able to respond faster when the economy recovers.

·         Remuneration - We live in very insecure times, there are many economic factors which can change very quickly leaving companies exposed who overstretched their salary budgets. For most companies there needs to be a salary freeze for the coming period. Looking at the competitive position of Irish salaries there is a need for a re-alignment in the coming years. We can’t afford higher salaries than our main export markets even with the reduction of our minimum wage our salaries are still higher than our competitors. However with the exposure, especially of young people, to high levels of debt, the re-alignment needs to be handled very carefully. For SME companies a salary freeze would be very much on the cards with if possible only discretionary bonus payments given when possible.

·         Job Design – In the coming years jobs in the SME sector will be determined by Flexibility and Performance. The SME sector is the main driver of employment and with our high levels of unemployment it is imperative to get as many people working again as possible. As companies need to respond quickly to changing markets and changing circumstances we need to be flexible. Furthermore, we need to be focussed on performance not only on organisational performance but also on a personal level. We all need to increase our own personal performance in order to really increase the performance of our companies and economy. It is difficult but necessary to get employees to honestly look at their own performance and make improvements on this.

·         Organisational Culture – Organisational Culture are the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. This is where Ireland in the last number of years really fell foul. We need to assess what values and norms will assist your company to grow and develop themselves and get all your employees to understand this and keep adhering to this during good, difficult and bad times.

We have great potential in our country, organisations and ourselves which are still undiscovered. We need to reach out to this potential and get it working for us.

Employee Engagement

Employee Engagement

Under the current circumstances the traditional view might be that employees just need to be happy to have a job and shouldn’t complain and just get on with their work. However, in today’s business environment employee engagement is more important than ever before.

Employee Engagement is the extent to which workforce commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organisation. Engagement can be seen as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organisation as a whole.

Only 29% of employees are actively engaged in their jobs. These employees work with passion and feel a profound connection to their company. People that are actively engaged help move the organization forward. 88% of highly engaged employees believe they can positively impact on the quality of their organization's products, compared with only 38% of the disengaged. 72% of highly engaged employees believe they can positively affect customer service, versus 27% of the disengaged. 68% of highly engaged employees believe they can positively impact costs in their job or unit, compared with just 19% of the disengaged. Engaged employees feel a strong emotional bond to the organization that employs them. This is associated with people demonstrating a willingness to recommend the organization to others and commit time and effort to help the organization succeed. It suggests that people are motivated by intrinsic factors (e.g. personal growth, working to a common purpose, being part of a larger process) rather than simply focusing on extrinsic factors (pay/reward).

Employees with the highest level of commitment perform 20% better and are 87% less likely to leave the organisation, which indicates that engagement is linked to organizational performance. For example, at the beverage company of MolsonCoors, it was found that engaged employees were five times less likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. In fact, the average cost of a safety incident for an engaged employee was $63, compared with an average of $392 for a non-engaged employee. Consequently, through strengthening employee engagement, the company saved $1,721,760 in safety costs in 2002. In addition, savings were found in sales performance teams through engagement. In 2005, for example, low-engagement teams were seen falling behind engaged teams, with a difference in performance-related costs of low- versus high-engagement teams totalling $2,104,823.3 (Lockwood).

Managers need to think how they can create an environment in which employees are motivated, enabled and energised to deliver their best performance. Managers need to translate this in: -

·         Employer engagement - Employers can stay engaged with their employees by actively seeking to understand and act on behalf of the expectations and preferences of their employees.

·         Employee perceptions of job importance - An employee’s attitude toward the job's importance and the company had the greatest impact on loyalty and customer services than all other employee factors combined.

·         Employee clarity of job expectations - If expectations are not clear and basic materials and equipment not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how they can help the organisation succeed.

·         Regular feedback and dialogue with superiors - Feedback is the key to giving employees a sense of where they’re going, but many organizations are remarkably bad at giving it. What employees really want to hear is 'Thanks, you did a good job.' But all the average boss does is hand out a cheque.

·         Quality of working relationships with peers, superiors, and subordinates - If employees' relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss.

·         Perceptions of the ethos and values of the organization - 'Inspiration and values' is the most important of drivers in the Engaged Performance model. Inspirational leadership is the ultimate perk. In its absence, it is unlikely to engage employees.

·         Effective Internal Employee Communications - Which convey a clear description of ‘what's going on’ in the organisation. If you accept that employees want to be involved in what they are doing then you need to explain what is happening in the company. The effect of poor internal communications is seen as it’s most destructive in global organisations.

If you want to talk to Kenneth Buchholtz about Human Resources issues then give him a call at 065 7071933.