2013-05-22T19:54:07-04:00 Claire Morley-Jones http://www.huffingtonpost.com/author/index.php?author=claire-morleyjones Copyright 2008, HuffingtonPost.com, Inc. HuffingtonPost Blogger Feed for Claire Morley-Jones Good old fashioned elbow grease. tag:www.huffingtonpost.com,2013:/theblog//3.3228055 2013-05-07T08:09:18-04:00 2013-05-08T09:49:47-04:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/
Whilst this is truly exciting and interesting it can also be intensely complex, hard to put a finger on and difficult to master! Recently, clients have sought our expertise in valuing their culture and sharing it emphatically with staff. Today I'll share with you some companies that do it well by asking their employees to "buy in" to the company culture from the very outset. But when does this "buy in" (signalling agreement and alignment), become something altogether more insidious: indoctrination.

Following on from my last blog on how to keep your company culture as your business grows, I wanted to develop the idea of company culture and ask, when does a company culture become a "cult"?

Cult or culture?

So what is a cult? The word cult has its roots in the Latin cultus, which means "care" and "adoration" and is the past participle of colere, meaning "to cultivate." Well that all sounds very positive! But more recent definitions of "cult" have focused on religious extremism, unconventional behaviours and authoritarian leadership.

A company culture is often created by a single person: the company founder. It is a set of values and behaviours that employees are asked to buy into in order to be successful at that company. If "done well" the company culture can bring many benefits. A positive company culture gives clients and customers a strong brand to identify with; it helps employees understand what success and achievement looks like, and gives them clear goals. It also makes your recruitment much easier - when you have a strong culture, you attract people with these qualities and beliefs: personal and company values align and candidates seek you out so they are already a strong fit.

But how far is it acceptable to ask an employee to behave in a certain way? At what point does the conveyance of a company culture become less about engagement and more about indoctrination? When people are instructed on the emotions as well as their behaviours, it could be said to cross that line.

Pret perfect behaviours and the "high five" culture

Pret a Manger hit the headlines recently for their "Pret perfect" behaviours. A Pret worker should: "create a sense of fun;" be "genuinely friendly;" "go out of their way to be helpful" and "have presence." The behaviours emerged online after an essay in the London Review of Books highlighted the company's reliance on 'affective' or emotional labour.

Clive Schlee, chief executive at Pret since 2003 told The Telegraph last year: "The first thing I look at is whether the staff are touching each other. Are they smiling, reacting to each other, happy, engaged? ... I can almost predict sales on body language alone." A blogger for US-based Newrepublic.com is scathing about the policy: "Pret doesn't merely want its employees to lend their minds and bodies; it wants their souls too."

Some people would insist that cheerfulness and regular touching are not only completely unreasonable requests to make of employees but also pose potential harassment risks. And yet, humans are social beings where touch controls stress levels and benefits our health, so surely being part of a group within which they feel valued, wanted and close will naturally help them to perform better?

In any case, it must be working, you just have to look at their staff retention rate to see the benefits: According to GoThinkBig.co.uk, Pret took 58 apprentices in 2011 and more than 75% of them were still working with the company six months later, which according to the financial director Nick Candler is "an extraordinarily high percentage", and in my opinion is especially so in the retail sector.

This culture is also backed up with financial incentives, which support the goals of the company. Mystery shoppers visit every branch of Pret A Manger every week. If their reports are positive (and over 80 per cent of are), all branch staff get a bonus. But I think there is another key point here, which I made in my previous12 steps to a superstar workforce blog: If your company culture and values are strong and well publicised, then candidates who identify with these values themselves will actively seek you out as an employer, and are more likely to be happy working for your company. Happy and engaged employees are more productive, give better customer service, and stay longer, winning more business and saving you money on recruitment and training.

The Asda "huddle" - frivolous or financially beneficial?

At Asda, managers lead a daily "huddle" described by The Guardian's Julia Finch as "an update on sales and performance and a ra-ra talk" with "laughter and whooping." Sceptics of anything that sounds like a "happy clappy" culture may think these huddles rather frivolous, but they can be an extremely effective method of communicating company performance, news and offers. I know someone who works at Asda House HQ in Leeds and he is the first to let me know when he hears about a current Asda offer that he knows I would like! This is a company that understands the value of sharing important information with staff in a timely and effective manner - they create a workforce of informed and enthusiastic salespeople whose word of mouth marketing helps to ring in extra pounds at the till. And in addition to the regular freebies and celebrity visits that Asda House employees are treated to, all staff receive a discount in store.

Asda is striking a balance between internal communications and staff incentives that not only equip their employees with the knowledge and tools to promote shopping in Asda stores, but also give them a reason and a reward for doing so.

Great culture = no cult required!

This is the key difference between engagement and indoctrination: it's the carrot not the stick. For employee buy-in to be successful, a company culture and values need to be something that they want to sign up to. It's about creating an internal culture and values for your organisation that you are proud to reflect and your employees are proud to be a part of.

When your company culture runs through everything you do, recruitment is easier, engagement is quicker and employees' connection to a company runs deeper - staff will get great results for you because they genuinely want the best for the company - no indoctrination required!

"Cult" may be part of the word culture, but if your employees are happy and proud to sign up to your company culture, values and behaviours, then that's where the link should end.]]> tag:www.huffingtonpost.com,2013:/theblog//3.2956425 2013-03-26T13:51:01-04:00 2013-03-27T12:02:58-04:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/
However your business has grown, you're now in that place where you no longer know everyone personally to influence their thoughts and actions in relation to your brand and your culture. It has become a physical impossibility to line manage everyone and sad as it may feel, it's time to delegate and hand over the reins.

So how do you continue to articulate and maintain the company culture you have developed, when you lose day-to-day contact with all members of staff?
As the founder-owner of an SME, I am going through this process myself at the moment, so I really understand the difficulties it presents and the need to get it right, both from a professional and a personal standpoint.

Know who you are

While that sounds a bit deep, you do need to understand your organisation culture to ensure it is transmitted clearly and efficiently through the entire organisation. Your culture (i.e. "how we do things around here") can be several different types: Are there a few individuals in charge who make all the decisions? Then you have a power culture. Are individuals fully allowed to express themselves and make their own decisions regardless of their job role or function? Then it's a person culture. Is this the culture you wanted and envisioned? If yes, replicate it. If not, change it!

The senior team: servants or masters?

The common saying "a bad workman blames his tools" rings true, even of the leadership team. It's really important that leaders see themselves as servants and facilitators of their teams rather than masters and managers. If the values, culture and DNA of the business are not demonstrated on a daily basis by the management team, it will never be accepted by everyone else. As head honcho, your role is to deal with any issues in the senior team immediately, consistently and without fail. To do anything else demonstrates a lack of commitment to your organisation.

Silos: Is the grass always greener?

One of the things that never ceases to amaze me is how the tiny things can have such a massive impact. In my last corporate role, I worked with many different, disparate offices. One or two did not have the physical space for a small rest area, unlike everyone else. These smaller offices consistently felt undervalued, staff sought opportunities to move to bigger and better offices, and the managers were beside themselves with having to recruit, train and motivate staff to stay. It is vital, therefore, that every site and division be viewed and treated as equal. None can be more "important" (either real or perceived) than the others, including HQ. Every staff member should have access to the same facilities, benefits, opportunities and training, so they feel part of the whole organisation and not just their section of it.

Growing SMEs: recruit the best candidates

SMEs are innovative by nature and can move fast to capitalise on changing market conditions. Those that have done so during the recession are now experiencing rapid growth. In my last blog, I described how SMEs can overcome recruitment issues and really sell their strengths to recruit the best candidates.

It's important to question how this will be replicated when you no longer have sole charge of hiring decisions. Do you have a preferred agency list that knows your organisation intimately and the type of candidates you seek? Have you created an introductory pack for those agencies so your company is always presented in the same way? Will every candidate, regardless of recruiter, experience the same hiring process, and are you using the same tests and selection criteria?

In order to be comfortable delegating management roles, you need to have absolute confidence in your staff. If your recruitment is right, you should already have a team of superstars to work with.

New starter induction

You probably already have a new starter pack. But whereas in the past, you've trained new starters yourself, someone else will now be doing this. An induction programme helps get employees up and running quickly as possible so it's in your interests to make sure it's done well. Inductions should cover: welcome from the MD; company and key people introductions; who you are as a business; systems training; how to be successful in the company; customer service training; and an introduction to each team.

It should be simple enough that any person, even a non manager, could pick up the pack and know what to do. At the very least, include a list of everything that inductions should cover.

Good quality management training breeds excellent managers

If you've recruited and developed capable and confident staff (useful workforce development tips here), the addition of a robust management training programme should make their transition into capable and confident line managers a seamless one. As well practicalities such as sick leave management, training should also cover skills such as good leadership qualities, recognising different employee learning styles, and how to motivate a team.

Don't just hand management responsibilities over and leave it at that. If you want to make sure your culture (hopefully a supportive one!) is continued, also set up systems, training and appraisal processes to support your managers. Give them the tools to know what is expected of them and provide guidance on how they should deal with their reports positively. You should also ensure appropriate support is in place in case your new managers need to deal with a disciplinary or grievance.

Reward those who emulate your values

If you set up your company from scratch, you probably remember that day when you sat down and wrote your list of company values. (By the way, it's a good idea to revisit these regularly and check you're on track). Strong, clear values should be built into every aspect of what you do, from setting competency frameworks and targets to writing external communications publicity. Where people demonstrate them on a regular basis, make sure those individuals are selected and rewarded by a panel of their peers.

I wish you all the best for this exciting new stage in your company development and hope the advice above is a useful starting point in helping you build a strong team of high performance managers to support it.]]> tag:www.huffingtonpost.com,2013:/theblog//3.2804662 2013-03-04T05:27:57-05:00 2013-05-04T05:12:01-04:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/ Problems with recruitment: Part 2

SMEs are often the businesses struggling the most with recruitment as they don't have the mass brand appeal of the big players and also don't have the big budgets to throw at recruitment advertising campaigns.

Many are therefore using high pay to attract top graduates, but is it working? While SMEs are often paying top dollar, they can't compete with the big players on staff benefits packages and all the peripherals (they often don't have enough staff to secure the best deals so can't afford it). And during a recession, it is these peripherals (pension and health insurance etc) along with the security of "a big name" that many candidates are seeking out in the belief it will mean they will be better looked after by a big company.

This is where SMEs are really doing themselves a disservice. I know, myself, from running an SME that in terms of job security, the opposite is often true. While the bosses of big companies are distanced from the personal wrench of mass redundancies, small business owners often know every staff member personally. They mentored them as interns. They line managed them and trained them into being the managers they are today. They've been to their wedding and even know the names of their dogs. So small business owners will often stop paying themselves before they cut staff wages. They feel a personal loyalty to their staff in a way that multinationals (simply on a practical level) cannot, and can make HR decision based on their personal feelings as they do not need to consider loyalty to shareholders. I personally feel a huge sense of loyalty to my staff as we have become friends.

A day in the life of an SME employee: excitement, new challenges and management opportunities?

Because SME "ships" are smaller and can often change tack to respond to rough seas and a changing market much more quickly than large companies, SMEs jobs can be extremely exciting. In a smaller company, roles are often much broader and encompass a number of functions, offering great experience and a quicker progression route than a larger corporate.

Attracting talent and retaining it

Because of the exciting opportunities they can offer to candidates, SMEs have a real chance to shine through effective recruitment. If they can get to grips with selling themselves and communicating job security effectively, they should be able to attract and retain the best candidates.

(1) Understand what you want
Do some proper scoping. Speak to all the teams that will deal with the appointed candidate and ensure the job description and capabilities meet these needs.

(2) Sell on job security, great colleagues and exciting opportunities
Job satisfaction and job security are rated highly among employees, as is a great manager/employee relationship. These are the things that SMEs should be selling themselves on as they can often offer this much better than larger organisations.

(3) Job advert: what makes you different?
Lazy copywriting in job adverts means top candidates simply pass them by. Everyone wants someone who is "reliable and organised" so don't bother stating this. Use your first few lines to really grab a candidate's attention. At this stage, you're not the buyer, you're the seller - so work at it! What makes you different? Don't list what you're looking for. Instead, say: "We're different because..." and "If you join us, you will get..."

(4) 'Must have' versus 'Would be nice'
Be very clear about what you absolutely must have - it's often not what you think. SME roles are can be very broad and encompass a number of different responsibilities. Don't try and find the perfect match as you could waste valuable time (and lose valuable revenue) looking for a candidate that doesn't exist. Decide which are essential, and which you can train for. Remember, hire for attitude, train for skill.

E.g. if you are struggling to recruit a senior PHP developer with commercial experience (apparently these are like gold dust at the moment!), decide what is more important: a solid PHP coder or a business development manager who you can teach PHP code to? Be flexible. You could spend three months waiting for the right person, then have to wait another 3 months for that person to work their notice period. That's 6 months of lost contracts and revenue - how much has that cost you? Probably tens of thousands of £. Why not get the commercially savvy candidate in right now winning business, and train him up on PHP code along the way?

(5) Get your processes in place right from the start
Make sure you have the right processes and procedures in place to effectively recruit and retain staff BEFORE you start. This shouldn't be an afterthought - many great candidates are secured then lost if they don't feel looked after and see a progression route. Put a structure in place for your new employee to ensure they feel valued and promote their development in your company. It is a good idea to schedule an objective setting and feedback session within 6 weeks of a new employee's start date. Following this, the implementation of a robust and effective training and development plan will help with employee retention.

I hope these suggestions are helpful and I wish you all the best with your recruitment this year.

Have you had success in recruitment from using lateral thinking? I'd be really interested to know what has worked for others.]]> tag:www.huffingtonpost.com,2013:/theblog//3.2804617 2013-03-04T05:00:53-05:00 2013-05-03T05:12:01-04:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/ Problems with Recruitment: Part 1

With almost 2.5m unemployed, why are businesses struggling with recruitment?

February is one of the busiest times of the year for recruitment. But I am hearing time and again at the moment that businesses are struggling to recruit the right people. With almost 2.5 million people unemployed looking for work, why is recruitment such an issue?

Unemployment fell again for the first time last quarter, but progress is slow as many businesses have been putting off recruiting staff until some degree of certainty returned to the economy. While some businesses have been pushed to the brink, others have used the recession to move into new markets and change their business model to adapt to the changing economic climate. Some of the most innovative have achieved great success in doing so. Now these businesses want to recruit, but are often finding the pool of candidates isn't as highly skilled and adaptable as they need. So some of the best jobs are being re-recruited for a number of times.

So why are businesses struggling to recruit talent? I believe there are a number of factors at play here.

"I'll stick with what I know"

One of the major issues is a lack of "churn". Fearful of instability in an unsettled economic climate, many people are choosing to stick with what they know and simply aren't moving jobs. As well as decreasing the candidate talent pool for recruiting organisations, this also has a "stale workforce" effect for some organisations. As the market is changing so rapidly, business models need to adapt to survive. As employees are staying put for a lot longer but their job roles are changing, there is a problem with mismatched skill sets for changing or increased demands. I predict training and development will therefore be a key issue for business leaders this year.

Graduates: Miserable and de-motivated or just plain lazy?

I also believe that all the doom and gloom in the media about the jobs market has had a knock-on effect for young people leaving school or higher education. They are so used to hearing that there are no jobs for them, many have lost hope and a belief in themselves as suitable candidates. Some have stopped trying and are simply going through the motions of applications, believing there is no point. This can come across as laziness or a lack of work ethic, but is it the students that are to blame, or the universities that have underprepared them for a tough job market?

A "spray and pray" application culture

I'm also hearing (and have experienced myself) about the vast increase in time now needed to recruit for a vacant position. For SMEs without large HR departments, this is a real burden on staff time. The reason? Huge numbers of unsuitable candidates applying for jobs, many of whom haven't even bothered to fill out the application form fully or match their skills to the job specification.

Is this to do with a tick box culture at the job centre, or is it that candidates just can't be bothered? It has always been my company policy to reply to every unsuccessful candidate with reasons why they haven't been invited for interview as we genuinely want to help them, but this is becoming a hugely time consuming task. And when, as happened the other week, a candidate replies to complain that we are "arrogant" as we hadn't seen beyond his sparsely populated and incomplete application form to "give him a chance", I wonder if it is worth our investment in time!

So what is to be done? It is possible to achieve great success if you are prepared to take an innovative approach to recruitment and re-think the sales pitch.

Part two of my blog looks in detail at how SMEs are uniquely placed to sell themselves when recruiting for vacancies. It contains advice for all businesses on how to recruit and retain talented candidates by adopting a flexible and innovative approach.]]> tag:www.huffingtonpost.com,2013:/theblog//3.2519774 2013-01-21T09:13:22-05:00 2013-03-23T05:12:01-04:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/
What are your priorities and goals for 2013?

At the end of last year, I informally surveyed a number of businesspeople about what they had learned in 2012 and would be doing differently in 2013. Almost everyone listed people problems: issues or challenges that could have been solved with a more robust and effective HR policy in place, or simply by communicating better. It's staggering to me that while people could be a company's biggest business asset, creating an environment where employees can excel is so often overlooked as a business priority.

Here are some of the actual comments people gave, and how I suggest each item should be tackled from an HR point of view to help you hit your other business targets:

(1) "Under-promise and over-deliver" - To be able to do this, you need to have an exact idea of your workforce capacity. This can be established through competency analysis and workload planning. Don't push staff to over-sell and under-deliver through unrealistic targets, as this is a quick route to a bad reputation. Increase individual staff productivity and performance through individual training and development plans.

(2) "Surround yourself with capable people" - Understanding recruitment is key here. Remember: hire for attitude, train for skill. It's the busiest time in the year for recruitment right now, and there's no shortage of great candidates out there, so make sure you understand what you're looking for and are asking the right questions in your adverts, application forms and interviews.

(4) "Plan and look forward on the path to that success. You cannot drive a car looking in the rear view mirror." - Don't get bogged down by the past. Relying on old business models and marketing strategies in a fast-changing world is a recipe for declining revenues. Just look at HMV and Blockbuster. Robust business planning, informed by regularly updated market data, allows you to see where the gaps are in your current staff structure. Forward planning allows you time to attract and recruit the right talent to meet your changing business needs.

(5) "At the end of every week, ask yourself two questions: What could I have done differently and have I really given it my all this week?" - Self-assessment is important to be the best leader you can be. Embody the qualities you seek in your employees, and give them a path to success in their role with specifically targeted competency frameworks so they can streamline their efforts and focus on results.

(6) Activity creates results: More 1-to-1 meetings with contacts, more social media and more follow-up with existing clients." - This is about communication and keeping in touch with people. Allow your employees time to really get to know clients and customers, so they can meet their needs and deliver great customer service. If appropriate, build customer satisfaction metrics into staff targets.

(7) "Find time to laugh and enjoy life and don't underestimate the impact of exercise and a healthy diet." - Staff health and happiness is really important. It goes without saying that happy, healthy employees are more productive and positive. While you don't have to pay for their gym membership, you are legally obliged to ensure staff have adequate work breaks and to consider flexible working options, so they can have a good work/life balance. Does your working environment promote health and happiness? As well as your legal obligations around risk management and workspace assessments, think about how you can make the office a more enjoyable place to be. Have fun! You spend too much time at work to be unhappy there. Google and Innocent are brilliant at this.

(8) "Get an accountant!" - This is about knowing when to outsource. SMEs can benefit greatly from outsourcing, as expenditure can be adjusted according to demand, without the commitments of recruiting and training full time staff. This leaves you free to focus on what you do best: winning new business. Great outsourcing companies are like another member of your team, working alongside you to empower and train your staff with expert knowledge, and guidance when required.

(9) "Take time to communicate and listen to others. Trust and empathy go a long way in working relationships." - This is about integrity and great leadership: sharing your vision with staff and taking time to understand their strengths and needs. Great leadership does not automatically accompany great business skills. It's something you have to nurture and develop, so take some time to prioritise this in 2013 and you'll reap the rewards with a team of long serving and exceptional employees.

(10) "Stick to your principles and core values." - In slower periods it can be tempting to move in a direction that doesn't feel right, to gain quick wins on the bottom line. But you can rapidly find your business being pulled in too many directions and not succeeding in any of them. Establish a clear vision, mission and values for your organisation, and stick to them. This will create a unified structure and culture for your staff, producing better results in the longer term. It also clearly states your place in the market, and customers will seek you out based on shared values and principles. Stay true to your USPs. When your values, culture and behaviours are in alignment, it's phenomenal how successful you can be!

I've got 99 Problems but HR Ain't One

If you put this plan of action in place for 2013, you'll reap the rewards of a happier, healthier, more motivated workforce.

I wish you every success in achieving your goals in 2013.]]> tag:www.huffingtonpost.com,2012:/theblog//3.2283963 2012-12-13T19:00:00-05:00 2013-02-12T05:12:01-05:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/ a quarter of Brits will kiss at the Christmas party, with 55% of us cheeky HR professionals admitting to a festive clinch with a colleague!

These types of statistics don't surprise me. Many of our new business enquiries are from issues that arise following the annual corporate Christmas party. And unfortunately, love often isn't in the air as the Christmas party HR hangover takes effect.

No matter how much good planning you put into making the corporate Christmas party safe, enjoyable, and risqué-free for everyone involved, things can go wrong. In fact, they often do!

It's unsurprising, really. For a whole year, tensions can brew and people bite their tongue over colleague issues (or crushes!). At the Christmas party, often after a good dose of alcohol, many of the usual reservations are cast aside as colleagues who never normally socialise together are let loose in a relaxed environment.

FT columnist, Lucy Kellaway, describes the "intimate yet constrained platonic relationship" of the "office spouse." This struck a chord with me. We generally spend more time with our work colleagues than we do with family and friends, so there is little wonder that these relationships become strained, or over-familiar. Our professional and social lives combine at the Christmas party, and in letting our hair down, the temptation to let other inhibitions go can bring some very surprising results!

But should employers intervene in employees' social lives?

The short answer is, yes, where that employee's conduct can have implications for the company. There have been a number of high profile cases this year where the conduct of an employee outside of the office has been called into question, leading to both a HR and a PR disaster. #Shicklegate (great summary here) and #Plebgate to name just two.

I have discussed before the importance of clearly communicating your company culture and appropriate behaviours. Prevention is always better than cure. But if things go wrong and you find yourself with a grievance case on your hands after the works Christmas do, here is what you should do to minimise the risk of it spiralling out of control.

(1) Keep calm and stay impartial

Whatever you do, don't jump to any conclusions about what has happened. It is important to remain impartial and set aside any preconceptions about what is likely to have happened, based on previous employee conduct. Remain calm and don't allow yourself to be influenced by any gossip or hysteria around the incident.

(2) Get all the facts

If an employee makes a complaint about another member of staff, it is important to wade through the emotions and establish the facts. This may involve a full investigation, or simply having a quiet word with everyone involved.

(3) Follow your grievance policy and investigations

If an official complaint has been raised, you are obliged as an employer to deal with it. Your company should already have a grievance policy in place, so follow it to the letter. If you haven't set a grievance policy up yet, simply make a note of everything that happens during your investigation and attribute names and dates. The grievance should be set out in writing, and a copy of evidence given to the person or people involved.

(4) Carry out interviews

Give everyone involved, the opportunity to tell their side of the story. Meet individuals in private and advise them that they are allowed to bring a representative with them to the meeting (this could be a union representative, an impartial colleague, or a friend). Make a note of everything they say to refer back to later, and ensure they sign their written statement.

(5) Be Discrete

Treat the information that is given to you by individuals - either at the event, the 'morning after' or in online discussions - with an appropriate level of discretion. Telling everyone that Sue has made you aware of what is going on will not endear Sue to her colleagues, and will ensure she will never tell you anything ever again! Make sure you have employees' permission to name them if you need to, or make sure the evidence that give you does not accidently reveal them.

(6) Make an informed decision

Based on the evidence you've been given, you should make a carefully informed decision and be clear about your reasons for that decision, including logging all the evidence.

(7) Follow the disciplinary procedure

Once your decision has been made, follow your standard disciplinary procedure. Select an appropriate level of discipline for the incident. This may be a verbal warning, written warning, or instant dismissal. Be clear about what the appropriate level for the incident involved, and be equitable in your issuing of the discipline.

(8) Take action!

It is important for everyone to learn from incidents, with the intention that they aren't repeated. If the incident has highlighted certain issues, for example in your team, an operational process or the running of an event, then make sure you take decisive action to change the circumstances that allowed it to happen. Communicate any changes with your employees, remind them of your company values, and reassure them that you aim to operate in a fair and friendly manner. Then make sure you do so!

I sincerely hope your Christmas parties are fun, festive, and incident-free. But just in case you find yourself with a human resources hangover, I hope you find this information useful.

Finally, I wish you all a very Happy Christmas and a prosperous 2013!]]> tag:www.huffingtonpost.com,2012:/theblog//3.2203694 2012-11-28T08:40:49-05:00 2013-01-28T05:12:01-05:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/ increase in their e-commerce website traffic. Coupled with Christmas parties and other festive frivolities, this time of year is notorious for wandering attention among your usually dedicated staff, as they sneak a peek at the Christmas bargains on Amazon and Ebay.

But don't ruin everyone's festive high morale by slapping on an internet ban! We often find that poor performance at work results from vague or unachievable goals, poor leadership or inconsistent HR and staff management policies. Here is my twelve-step plan to creating a high performance culture in a positive way:

(1) Give a clear DIRECTION as well as GOALS
Ask someone to plan a route from Sheffield to Skegness and they would know the main goal of the exercise. But there are three main routes, so unless you also give them direction - i.e. lowest mileage, fastest time, or most scenic route - they may not give you the route you wanted. Time spent repeating the process = lost time and reduced productivity.

(2) VISION
What's the point of going to Skegness? In 2005, Yours Magazine voted Skegness the best place to retire in the UK. If your vision is to establish a chain of seaside retirement homes on the East coast, then regular trips to Skegness make much more sense. What is YOUR vision? Make it clear, bold and inspiring. And involve your staff!

(3) MISSION
What is your purpose in life? Get down to the nitty gritty with this one. Your mission statement should put it right out there - don't be shy! The McDonald's mission is: "To provide the fast food customer with food prepared in the same high quality manner worldwide that is tasty, reasonably priced and delivered consistently in a low key décor and friendly atmosphere." You might not find it tasty, but their fast food customers obviously do. Everything about McDonald's is carefully planned out and their staff know exactly what is expected of them. Do yours?

(4) VALUES
"The way we do things around here." Values shape your culture and let staff know how to behave. Examples might be: Teamwork. Excellence. Leadership. But always back this up with examples of what good "teamwork, excellence and leadership" looks like. Then tell everyone! (Subconsciously.) If you do this bit well, customers will actively seek you out based on shared values. Innocent is great at this.

(5) LAWS OF ATTRACTION
If potential candidates for your advertised vacancies already know what kind of company you are (from your values and culture), you will attract this kind of person into the organisation through effective recruitment. Your mission and vision will become self-fulfilling prophecies, and applicants will self-select on this basis. Result? You gain a highly motivated and committed team who work well together AND you reduce staff turnover and training costs.

(6) WINNING
By following the steps above, you will help people to identify what WINNING looks like. So many companies we work with expect people to instinctively know what winning is. Clue: they don't! Make sure your KPIs match your service offer. If "delivering exceptional customer service" is part of your mission, don't give your customer service team maximum call duration KPIs. Mismatched KPIs and objectives = demotivated staff. Commitment then dwindles, performance decreases and staff turnover increases.

(7) CULTURE
Culture can be a woolly area for many organisations, especially as it often evolves over time, and may be led by the strong personalities of one or two individuals. But it's important to recognise and define your culture so everyone knows the accepted patterns of behaviour.

(8) COMPETENCY FRAMEWORK
It's not as dull as it sounds! To know what a high-performing Superstar looks like, you need a baseline to measure from. A competency framework is a great place to start. This 'behaviour roadmap' will help individuals to understand what success looks like and how they can reach it. And SMEs can create one without tons of paperwork. Competencies should be both functional (required by the job role, e.g planning and organisation - project management, resource planner) and behavioural (required by the post holder, e.g. exhibits confidence - sales)

(9) PERFORMANCE REVIEW
Now you've introduced your framework, make sure you put it into action and regularly benchmark against it. I really mean it when I say people should look forward to a performance review. Employees should know that they will be listened to (it may be an opportunity for them to get some more training and career development time), and it is a chance for managers to get to know their staff even better.

(10) BEHAVIOUR
People are different, and so are your reactions to them as managers. You might like bubbly networkers, but don't forget about the reserved individual who comes in and leaves on time but still gets all of their work done. It's important to think about the types of behaviour you need to see demonstrated in your business. This isn't about personality, but about demonstrations of ability. So don't ask for "bubbly", ask for "able to build relationships quickly" you can still do this without being bubbly).

(11) REWARDS
Reward for exceptional behaviour, not 'the norm'. People are paid to come to work and do their job so don't give attendance allowances or shoe money - rewards should be reserved for effort that goes above and beyond.

(12) LEADERSHIP
It is said that every great leader is always training up their replacement. Embody everything you want your employees to aspire to, and put points 1-11 into action and you'll be well on your way. In order to foster leadership skills in others, you should: communicate (everything), empower and engage your staff, and lead by example. To foster motivation and engagement, leaders need to ask questions, and be prepared to listen.

True empowerment takes time. Dynamics change as new members join the team. But to create a truly exceptional high-performance workforce, the whole organisation has to see itself as a team, not individual departments. Everyone has to be working equally towards the same goals. If you put my twelve-step plan into action in your organisation, you should find yourself surrounded by high-performing superstars in no time!]]> tag:www.huffingtonpost.com,2012:/theblog//3.2082611 2012-11-14T14:00:59-05:00 2013-01-14T05:12:01-05:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/ A snog, a punch up, a groping, and a black eye: a good night out, or a post-Christmas party human resources nightmare?

Unfortunately, the fear of such incidences occurring has led many employers to cancel their Christmas parties this year. I have heard every reason in the book, from fears about banged heads on a bouncy castle, to a potential salmonella outbreak wiping out everyone on their team.

This is a real shame, because your employees are likely to have worked harder than ever this year. With fears of redundancies, money worries at home and stretched human resources at work, many people have had to up their productivity levels and work a lot of overtime this year to keep businesses ticking over and earn their keep.

Forward thinking employers understand this, and know that rewarding employees for hard work pays dividends in productivity and morale throughout the rest of the year. The corporate Christmas party is an event that many look forward to all year, so while everyone is in good festive spirits, do take the opportunity to celebrate your staff and recognize their achievements.

Don't Expect the Worst -- Just Prepare to Avoid It

While it is true that many companies first get in touch with us following an incident at a corporate party, many of the incidences could have been avoided with a little forward planning.

Your staff spend more time with each other than they probably do with their partners and families. The same tensions occur at work and can simmer all year, so it is unsurprising that when alcohol is added these tensions can come to head. Over the years, we've dealt with everything from injury claims for broken legs to grievances from female employees regarding trips to strip clubs and disciplinaries for employees involved in punch ups. Sorting these things out can be costly, time consuming and a huge drain on resources in the new year when you should be focusing on the year ahead.

But don't go all "Scrooge" thinking that a party is not worth it! Anything worth doing takes a small amount of time to get right -- a little up front effort will ensure a fun and reduced-risk party for everyone.

How Do You Plan a "Safe" But Fun Corporate Christmas Party?

Take the time to review existing employee conduct policies and make sure they cover you for every eventuality. Now is the time to remind everyone about them, along with your company values about respect and courtesy towards one another. Communicate clearly and concisely so people know where they stand and what is expected of them.

Be motivating but firm about arrangements. Advise staff where they should go if they have questions, give an emergency number for the night and clearly state what will happen if they don't turn up the next day or what to do if they are sick.

The Corporate Christmas Party Build Up -- How Do You Position It to Staff?

Think about how the event is positioned. It may be that times are so tough a village hall and "bring your own food" affair is more appropriate. Make sure that the party caters to everyone's tastes and needs and isn't just based around drinking! Accept you cannot please all of the people all of the time but try to meet the majority.

Include staff in the planning of the event, so that people feel consulted. But don't make people feel like they have to come if it's not their thing or they would rather spend time with family.

What About Talking About Christmas Parties on Social Media?

Be rational about employees using social media to discuss the Christmas party. You wouldn't be able to stop them from talking about it in the pub, so it would be inappropriate to police every comment online! Some comments will be generally harmless banter but it is worth monitoring what people are saying in case it turns from general gossip into either bullying or bringing the company into disrepute. Don't be paranoid -- the vast majority of employees will act appropriately and enjoy the event! Just casually remind everyone of the staff social media policy and what constitutes appropriate behaviour both on and offline.

Have Fun, but Stay Safe

Remind your staff to look after each other and make provisions for taxis home, etc. It's common sense, but is worth reiterating a couple of weeks before the event.

Plan for a safe event, but don't let fears about incidents ruin the fun of it. Remember that the Christmas party is about rewarding your staff for all their hard work and giving them an opportunity to relax and enjoy the festivities. Staff that are happy and feel valued, appreciated and looked after by their employers are generally not the kind of staff that are looking for a way to fleece you with litigious claims!

If you've got any concerns about your Christmas party, seek advice before something goes wrong to avoid any new year HR headaches.]]> tag:www.huffingtonpost.com,2012:/theblog//3.2044353 2012-10-30T13:12:19-04:00 2012-12-30T05:12:01-05:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/
You've probably heard that the government is now bringing in compulsory pensions for all employees. But just from the kinds of queries I am now getting since auto-enrolment media coverage started, it is clear that many SMEs aren't sure what their current obligations are, nevermind what the new ones will be.

The new scheme was launched on 1 October for larger organisations, with roll out for SMEs planned over the next couple of years. Are you up to speed on this? I know a lot of you aren't!

With so many other things to worry about, it is very easy for business owners, especially SMEs with no spare administrative or research capacity, to bury their heads in the sand and wait for someone to come knocking on the door with a reminder. But be warned: you can get fined for not complying with the current pension regulations, whether your employees want them or not.


So what's changed?

Prior to the launch of auto-enrolment, all employers with 5 or more employees had to make available a non-contributory stakeholder pension (that is, employer contributions aren't compulsory). Now this is all well and good, but most stakeholder pension providers don't actually offer schemes for employers with less than 15 employees, leaving many with no options!

For SMEs, this has always been a headache. Obviously you want to do the best for your staff. You value every single one of your employees, especially in small businesses where the loss of one member of staff may be the loss of a whole "department". Simply having the capacity to manage the administration of pensions is already a hurdle, but for many SMEs with young teams, convincing those still paying off graduate debts and saving up for a house to set aside another part of their wage each month to a pension they won't see for half a century is a tall order - especially if one of them is also tasked with sorting it all out as part of their admin duties.

Tackling the £70k Pensions Shortfall

We all know that as a nation, we aren't saving enough for retirement. According to Which?, current retirees are facing an average shortfall of £70,000 each. But we hear time and again from young professionals that they just don't trust financial institutions, and with increasing pressures on their limited take home pay, pensions often look too expensive and retirement too far off to worry about. So what can we do? Well, "nothing" is no longer an option. The government has now decided that since the carrot hasn't worked, it will try the stick.

The Stakeholder Carrot Vs The Contributory Stick

The carrot was the old non-contributory stakeholder scheme, which employers just had to "make available" to employees. The stick is the new auto enrolment pensions scheme. Not only do you now have to make provision, you are also legally obliged to make employer contributions into it. See NEST, which the government has set up as a starting point. This is very dangerous ground for SMEs.
Many SMEs are already having to make hard choices to balance their books. What the government should be doing is giving lenders confidence to finance SME growth, and tackling the underlying issues about why people aren't choosing to save, such as inherent mistrust of the financial services industry and the view of many people that pension schemes are simply another tax.

A Nail in the Coffin of SMEs?

The auto-enrolment pension scheme is intended to be seen as a benefit for employees. But at a time when the government is already relaxing rules on hiring and firing amid growing unease among employees for their own job security and financial stability, I just wouldn't want to see wages or employment rates drop any further as small businesses attempt to find ways to pay for their contributions to the scheme. It may just be another nail in the coffin for small businesses that should be the lifeblood of our economy.

I am worried that employers are secretly assuming their employees will all opt out and are mistakenly thinking they won't need to set everyone up in a scheme - do you agree or is everyone really gearing up for this?]]> tag:www.huffingtonpost.com,2012:/theblog//3.1920352 2012-09-27T15:12:56-04:00 2012-11-27T05:12:01-05:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/
That is, until I started my own business and all of a sudden I was faced with a candidate pool of multi-skilled, talented, exceptional workers who were being forced to leave their enjoyable and hard won careers, simply because they had one or more children. Indeed, as I contemplate starting a family, I have realised what sorts of barriers even I might encounter, from clients being unhappy that I am not steering the ship personally for a few months to how on earth will I bring order to chaos!

Since I became aware of the "glass ceiling" about 11 years ago, the lack of women at board level seems to have been endlessly discussed. I was, however, shocked to discover in the recent BBC documentary 'Women at the Top' with Hilary Devey how little has actually been done to assist women to progress further.

The most poignant part for me was the 'human triangle' that showed the 'mass exodus' of women from the workplace as they move up the chain of management. Even at middle management level it was shocking to see what impact it had on the makeup of the workforce - especially in the light of hard evidence that gender balanced teams perform better financially and make for more innovative, sustainable organisations!

Hilary is a great example of a woman who has made it in a man's world but I didn't agree with everything she said about it being up to women to have the confidence to stand up and be counted. Lack of confidence can be part of the issue but there are many other things at play and it's up to everyone to make sure they are creating a working environment and culture where women can thrive, grow and progress.

There are some good examples of what big businesses can do and (in the case of P&G and others) are doing. But what can SME employers do to make sure they don't let women go or hit a glass ceiling early on?

The benefits of work life balance

The culture of long working hours in the UK has made many of us into 'busy fools' who are simply trying to prove our worth in a competitive workplace by being 'present' for longer. But work life balance makes your employees more rounded, interesting and diverse - which at my company HR180 is great for our clients and great for business.

Work life balance needs to be encouraged (and not frowned upon) from the top with the emphasis on the fact that it should make people more productive, motivated and efficient during working hours.

Flexible working as a culture - not just an initiative

A flexible working culture is much easier for SMEs to create because people tend to be less pigeon-holed in roles and their working location tends to be much less important. When I started my business from home, I attracted the best talent by being able to offer what big employers couldn't - complete flexibility. This meant that I could keep overheads low and invest money back into growing the business.

But flexible working shouldn't just be an initiative aimed at helping some people fit childcare commitments around their work. That just isolates people and causes inequality and lack of trust. Flexible working should be a culture and something that is available to all, whether they want to use it to undertake further study, pursue a hobby or spend time with their families at sports days etc.

Again, the business case is that if people are given the flexibility to work around other commitments they will be more engaged, focused and committed to their work.

A supportive - rather than competitive - ethos

Traditionally, employers have believed that an ethos of competitiveness improves employee motivation and business performance. However, we have seen that a supportive working environment is much better for productivity, efficiency and growth.

By understanding the individual needs of staff - eg the fact they may need to drop everything in an emergency situation to take care of sick children or elderly relatives - and making sure that their colleagues can pick up their work and support them where needed, you can ensure that people's career progression isn't held back by a temporary difficult situation at home. We even occasionally allow staff to bring their kids into the office and give them toys to play with, which lifts everyone's spirits!

Keeping working mothers involved

The reality of maternity leave is that women are forced to exit the business - in our business everything changes in just a week so a few weeks or more can seem a lifetime. It's important to find ways of keeping everyone - including those working part time or on maternity leave - involved in important business decisions and able to have an influence over things so that they don't feel 'redundant' or 'behind the times'. This is easier for SMEs than large organisations where staff at all levels tend to have more autonomy anyway.

Articulating your values

It is all very well having a strong set of values but if everyone in the organisation isn't bought into them, then you can't change the culture. Develop your values in consultation with staff and then constantly remind them of what they should live and breathe every day in line with your business goals and vision. Everyone needs to see what their role is in achieving them and why the working environment and culture they create is an important part of that.

SMEs have a real opportunity to lead the way on getting women to the top because we are good at making things happen (instead of just talking about them!) How are you going to make a difference today?]]> tag:www.huffingtonpost.com,2012:/theblog//3.1777917 2012-08-15T08:08:52-04:00 2012-10-15T05:12:02-04:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/
Inspiration comes from example

Public confidence in the London 2012 Olympics and our Team GB athletes only took hold once we saw it all in action. SME leaders have the opportunity to be very visible with all their team members and lead by example. If your people see you achieving your targets and being successful, they will be driven to succeed as well - but they need to be able to see what's in it for them!

Optimists make better leaders

A recent Forbes article by communications coach Carmine Gallo looked at why optimists make better leaders. Optimists - those that are prepared to take risks and innovate rather than 'play it safe' - are able to inspire and rally teams to elicit a 'super human' effort. This is because they can see the bigger picture and think outside the box. Optimists are most likely to set up their own businesses so SME leaders tend to fit this personality type. Team GB never gave up hope of Olympic success despite all the negative press around the event. Although it's important for business leaders not to be inward looking, sometimes it's also necessary to ignore all the doom and gloom and take chances! Think about how you can inspire your staff to see opportunities where others would see uncertainty and risk. Just look at Olympic athletes like Mo Farrah and Usain Bolt who have no doubt in their abilities!

Get rid of the dead wood

The biggest motivation killer in the workplace is slackers who don't pull their weight. Carry out performance reviews and, as a last resort, find a way of removing people who aren't performing from the business. Ignoring staff issues because you don't want to deal with them head on will have a hugely negative impact on everyone and you could potentially lose your real talent. However, don't make performance reviews all about the negative - focus on people's strengths and what they can contribute. If they aren't performing to their job description, it might be because the job description isn't right for them or the business. Think creatively about how to get the best out of them! Maybe instead of being on the rowing team, they should be coaching them!

Remove other obstacles

If there are things getting in your employees' way, find a way of removing them. For SME leaders, this can be a lot easier than it is for chief execs of big corporate because it's much easier to restructure and people's roles are much more fluid. If people keep tripping at certain hurdles, make sure they can sprint instead!

Recognise progress regularly

Whether you are communicating progress against financial targets or rewarding staff for their efforts, once a year isn't enough. You should make a point of doing these things once a week to keep people motivated. This will no doubt be something that Team GB athletes do!


There is a lot we can learn from Team GB about how to inspire and succeed in business and SMEs probably best placed to take on the challenge!]]> tag:www.huffingtonpost.com,2012:/theblog//3.1673760 2012-07-16T18:46:46-04:00 2012-09-15T05:12:02-04:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/
But, with three or four generations of people in the workplace - all with different needs and working styles - how can employers create the right environment for everyone? The latest research says that millennial workers don't care about the size of their office or desk. Mobile technology means that they are much more adaptable to working 'on the go' and used to just blocking out distractions with headphones!

At big companies like O2, they can afford to have a mixture of enclosed spaces, open plan offices and 'coffee shop' style spaces to suit everyone. But what about SMEs?

Recruiting, retaining and getting the most out of millennial workers is particularly important for SMEs in terms of succession planning and growth. They may not have the luxury of big budgets but in my view SMEs are actually offer a much more attractive working environment for millennial workers who don't want to be pigeon holed and are looking for variety and autonomy.

Creating the right working environment for millennial workers

Most employers used to believe that giving members of staff a sense of belonging and importance with a desk or office of their own was the way to keep them engaged and part of the team. However, many find this doesn't actually lead to better engagement and communication - even between people at adjoining desks!

Even big, traditional law firms are moving from corridors of panelled offices to glass walls and open plan working - and SME employees tend to be much more adaptable and less precious about hierarchy so this shouldn't be a problem.

If millennial workers aren't bothered about the size of their desk or office, then why are SMEs still spending so much on their buildings - especially when all their staff tend to be out and about a lot of the time?! If millennial workers are happy - if not happIER - working from anywhere at any time, there is an opportunity for SMEs to be more efficient and effective by offering hot desks and allowing flexible hours and 'coffee shop' working.

However, measures need to be put in place to prevent injury from long term working using mobile devices on different surfaces - and it is almost impossible to do a risk assessment of your workspace when it changes daily! Plus, the 24 hour nature of mobile technology means that millennial workers find it hard to switch off - so increased stress is a risk. It's up to employers to give their staff guidelines on how best to manage all of this and then give them the freedom to decide what's best for them. Remember that millennial workers are a new breed who have grown up like this so may not suffer from the same issues as their predecessors!

Maintaining company culture and getting buy-in from millennial workers

The fluid nature of roles in SMEs means that company culture and team work are vital - that can be very difficult to create and control when people aren't physically in the same place or working in the same way!

However, getting buy in from employees to your business goals is primarily about autonomy and trust - not where they are sat! It is also about what their performance is measured on - then it's up to them how they meet their targets and goals.

It's important to get team members of different generations to empathise with how others work and see the benefits of their different styles and strengths. Give your staff the opportunity to say what they contribute to the company culture and how they see their role in the team.

Embracing technology for millennial workers

If millennial workers (and others for that matter) are given the freedom to work wherever and however they want, the right infrastructure needs to be in place to ensure lines of communication are open and things can easily be shared. They are used to being in close, constant contact with lots of different people so are unlikely to be out of touch for long!

Technology for enabling informal conversations, remote team meetings and shared drives is becoming much cheaper and easier for SMEs to access. However, security can be an issue. Why not get your millennial workers to keep on top of the latest technology and come up with ways of implementing it for everyone?

Making sure everyone else is catered for

It's not just millennial workers that are demanding greater flexibility in their role and workspace. They are also not the only ones who are becoming 'slaves' to technology! Mobile working has meant that everyone is now more adaptable and the lines between work and home are becoming more blurred.

When working parents see millennial workers being given the flexibility to work 'wherever, whenever', they will see the benefits of not having to be in the office for a specific time every day. New mums in particular are incredibly adaptable and efficient. Perhaps long maternity leave with no contact is no longer the best solution. But there has to be boundaries of course (see recent Daily Mail article about new mother who was hounded by her boss in hospital)!

Also, there is a risk that by embracing millennial workers, you alienate older people or those who are simply more set in their ways! Some people still want an enclosed office and won't be able to concentrate in a busy environment. Try and create a workplace that caters to different needs and consult staff on the best solution for everyone.

There is an opportunity for SMEs to be more productive and efficient if they adapt to the next generation of workers - but it will need to be a gradual change, and one that manages the risks as well as the opportunities!]]> tag:www.huffingtonpost.com,2012:/theblog//3.1512534 2012-05-14T05:41:35-04:00 2012-07-14T05:12:04-04:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/
Some are arguing that this will create a 'hire and fire' culture. As far as I am concerned, anything that makes it easier and less risky for employers (particularly SMEs) to take on new people can only be a good thing!

Getting recruitment right first time

However, the new legislation should not be an excuse for 'short cut' recruitment strategies. Many SMEs I work with have been burned in the past by taking on people on a 'wing and a prayer' without investing the time and resources in properly assessing them - both in terms of skills and 'fit' for the business. They often end up with difficult people who hold back growth but are too much of a headache to get rid of.

There is a danger that this new legislation could spell a step backwards in terms of complacency in recruitment but let's hope that SMEs can see the business case for getting it right first time.

Hiring and firing fairly and transparently

It doesn't matter whether someone can claim unfair dismissal or not, any staff review, restructure or redundancy strategy should have metrics built into it that ensure everyone's skills and roles are assessed fairly. If the right measures are in place and the criteria used to decide who should stay and who should go for the benefit of the business are properly communicated, then unfair dismissal doesn't have to be a headache for employers at all.

Call in the HR experts

However, most owners of SMEs didn't get into business so that they could spend their time going through lengthy recruitment processes and dealing with people management issues and problem staff. Just as staff who are distracted by their own issues can hold back growth, so can a senior management team which is bogged down in day to day HR.

Because HR legislation is constantly changing, it is a full time job keeping on top of it and ensuring that you are complying whilst doing what is right for you and your business. Outsourced HR teams aren't involved in the daily politics and can bring an objective view that is emotionally detached from the people in your business. They can advise on and put measures in place to ensure that all staff are treated fairly and help you sleep at night!

Reducing red tape for SMEs has got to be a priority for the government and this is a step in the right direction. But it must come with a warning - there is no short cut to hiring and firing people that won't come back to bite you in the bum! Do it right first time to save time, money and hassle.]]> tag:www.huffingtonpost.com,2012:/theblog//3.1334659 2012-03-09T10:24:44-05:00 2012-05-09T05:12:02-04:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/
My view on all of this is that the possibly unintended result of employment benefits is that someone is rewarded for sitting at home watching TV, getting out of the habit of working, getting up when they like and just surviving.

In the same way that dog training or parenting should reward the positive behaviours you would like to see, employment benefits should be used to reward the positive behaviours of people who would like to learn, grown and develop new skills whilst supporting the business prepared to invest in them.

If a company like Tesco is prepared to invest all the time and resources required to induct, train and motivate people who would otherwise be sat at home not contributing to the country's economic recovery, it seems fair that they get something back for it in free labour! Yes, someone with a degree might not be working towards their chosen career path by stacking shelves but they are at least doing something whilst getting proper corporate training, an insight into how big companies work and a foot in the door. I believe in hiring for attitude and not for skill and to me there is no doubt that if you show that you are willing to get up in the morning and do something, you will be more of an asset to my business!

However, the real issue is that those businesses that most need an extra pair of hands - SMEs - simply can't afford to invest in getting people up to speed so that they become a help as opposed to a hindrance!

Guardian readers were asked what the Government's work experience scheme should look like and they came up with five suggestions
1. All schemes should be voluntary
2. They should take into account the individual's career hopes
3. They should take experience and qualifications seriously
4. They should offer a learning experience
5. There should be a time limit

These suggestions are all valid and will lead to more engaged, more empowered people who will ultimately make a greater contribution to the companies they work for and go on to work for, and to society. But they are all about the employee - not the employer. That is one thing when we are talking about Tesco, but a completely different thing when we are talking about SMEs!

What incentive is there for small businesses to take on the burden of a voluntary work experience candidate who they have to help fulfil career their personal career goals, give them experience and qualifications, take the time to teach them new skills and then lose them before they can have an impact on the business?!

Here are my five suggestions for how the Government can encourage SMEs to take on work experience candidates through their scheme
1. Find SMEs that really need the help and suggest cost effective ways of finding the capacity to take on and train up new people
2. 'Matchmake' candidates whose career hopes are in line with the company's goals
3. Provide SMEs with support with training work experience candidates in basic skills
4. Set realistic guidelines for what constitutes a 'learning experience' and use case studies to show what people can get out of just being part of a small business in any guise
5. Let the SME set the time scale according to what will have the greatest impact on their business - and therefore be of most benefit to the person doing the work experience

SMEs have a huge amount to offer both in terms of economic recovery and ensuring that we don't have a 'lost generation' of unemployed people - so we need a work experience scheme that works for them!]]> tag:www.huffingtonpost.com,2012:/theblog//3.1273440 2012-02-14T11:20:58-05:00 2012-04-15T05:12:01-04:00

Claire Morley-Jones http://www.huffingtonpost.com/claire-morleyjones/
In my career I have lost count of the times I've heard business owners say, "I knew my problems would start on the first day I got staff and they did". Really? What a surprise! Ever heard of the self fulfilling prophecy? It's a sad fact that it's impossible to manage people effectively, with first hiring the right people.

When advising clients on HR issues, I never use the phrase "a company's greatest asset are it employees" - because unless they are effective and skilled, they're not! Ultimately, the success and growth of a business hinges entirely on someone's ability (or inability) to recruit, hire and retain talent. You are who you hire. If you recruit employees from hell; time wasters, shirkers and complainers then pretty quickly you end up with a workplace from hell! My company has a vital hiring strategy to deal with this; hire people into positions where they can draw on their natural strengths and be themselves. This leads into a new way of recruiting: recruit not for skill, qualifications or sometimes even experience. Instead, recruit for behaviour.

For example, we recently ran a recruitment campaign for a client who needed additional administrative support. Many of the CVs suggested the candidates had exemplary administration experience and qualifications, however, when it came to interviewing and testing, the candidates with the clearest ability had innate qualities that made them great at the role. For example, attention to detail, focus, wanting to stay within their comfort zone, enjoying a clearly defined role etc. In fact, the highest qualified even admitted herself, during the interview, that she didn't really want this job but didn't know what else to do.

When people feel the need to act unnaturally, they experience stress, which lowers productivity and leads to job dissatisfaction. We believe you don't need to know a lot about people's weaknesses, but you do need to know an awful lot about their strengths. Why? Simply because, building on strengths is much more productive than trying to correct weaknesses.

The only sure fire way to get the right person, in the right post, is to know what you are looking for! Define what is necessary for the individual to be successful in the role and then test these attributes; whether that's with an in-depth structured interview and personality or ability testing.

We have seen many of our clients make the mistake of focusing too heavily on the CV, experience and work history. The traits you should be looking for go beyond these factors and tell you more about the person who could potentially be working for you.

For example:

Initiative. Ask the candidate what they last did that showed initiative (or what they last did without being told). Then ask supplementary questions such as, "and who's idea was that", "why did you feel that was an issue...", and "how did you....".

Work ethic. Be careful, work ethic, does not mean the same thing as long employment history. Research has shown that work ethic is developed at a very early age and that pride in one's work is instilled in the feelings you have about it. Ask the candidate, "how do you like to feel about work?" or "when do you last go above and beyond what was required?"

Intelligence. It's no secret that intellect does not necessarily come from a formal education. You can test employees for a general idea of intellect and the ability to learn using formalised aptitude tests, however, also ask "what was the last thing you learnt and how?". Intelligent people usually like to continually develop and learn new things - find out if this is true of your candidate.

Judgement. There's no replacement for an employee who exercises good judgment in decision-making and can use their common sense. Ask the candidate to give you examples of using their judgment and how they have made important decisions without referring to others.

Flexibility. A person who opposes change can have difficulty growing with the company. Perhaps ask the last time the candidate had to adapt quickly to changing circumstances at work. Again, ask probing questions such as, "and how did that make you feel" or "how did you go about adapting".

Integrity. The credibility of your company is at stake with every new hire. It is essential that you only hire people with complete integrity. Crosscheck information from the employment application, resume, reference checks, and the interview. Also ask them about their integrity, "tell me about a time when you have been asked to lie at work" or "describe a situation in which you were asked to do something at work that didn't feel right".

Enthusiasm. People who aren't enthusiastic about what they do won't be able to be enthusiastic about what they are offering to you or more importantly, to your clients. Only hire people who believe in your company mission and philosophy. One way to gauge genuine interest and enthusiasm (aside from conversation during the interview) is to give the candidate a tour. It's one thing to say you're interested in and excited about a job. It's another thing to show it.

Positivity This is about the ability to go through life's ups and downs and still keep a smile on your face. It's the concept of seeing the glass "half-full" instead of "half-empty." Ask your candidate about a particularly difficult period they've had at work and how they handled it to give you an idea of how they respond to stress and challenges.

The extent to which these traits exist can be identified through personality profiles, proper questioning and, yes, quality time with the candidate. There are no shortcuts. Proper interviewing and hiring take time. The more time you invest with the candidate, the more you will learn about them and the more of an asset they will be to your company.

The reality today is that success in a job depends on competencies that are intangible and rarely found on a CV. Previous experience, which was once sacred in the hiring process, is almost meaningless. Always choose the person with the right attitude and the qualities outlined above over the person with a zillion years of experience. You can teach and train someone who is mature, intelligent, respectful, and positive. Experienced candidates who are immature, undependable, hostile, and inflexible will be the bain of your life!]]>