Free E-Book: Building Happy Workplaces and Engaged Workforces

My company had been growing rapidly. From a small start up with 4 people in one office, we were quickly scaling up to over 60 employees across 4 cities. While everything was running smoothly and the staff were energetic and excited about our growth, I could foresee potential problems in how we were managing our people. As a media sales company, our people were all we had.

Some of the new challenges would be training and managing remote employees, maintaining equality of workplace experience for staff in differently-sized and equipped offices, accurate hiring and capacity forecasting, and identifying talent internally.

If I have learnt one thing about managing people, it is this:  happy, motivated, engaged employees will solve your problems for you.

They will come up with more solutions, and more creative solutions that you can. They will put in the time and effort required for the solutions to work. They will stand by you in the fight to make the company better.

With this in mind, I began a research project: what are the best employers in the world doing to keep their employees happy and engaged?

I also wanted to ensure that these practices would be transferable from big international companies, to a Indian start-up. For this, I delved into the science of happiness. What ‘really’ makes people happy, at a human level? Getting a promotion makes you happy, but why?

By mapping HR best practices against a scientific model of happiness, I isolated six ‘tools’ that can be used in any workplace to nurture a happy workforce.

Everything that I have learnt on this topic, I have compiled into an e-book, which I am providing as a free download.

Read it, learn from it, implement it. Make your company a happier place.

Right click the image and choose ‘save as’ to download:

Happy-workplaces-front-cover

Happy-Workplaces-Engaged-Employees-2011-Chris-Higgins

720 Degree Evaluations–Are You Serious??

Someone emailed me today with some questions about 720 degree performance evaluations for their staff. An HR consultancy had pitched this to their company and they wanted to explore how this would operate.

To be honest, I had never heard of such a thing. This is how it is supposed to work:

 

  • 360 degree – assessment from someone’s boss, peers, and direct reports (i.e. everyone around them)
  • 540 degrees – feedback also sought from external customers and vendors
  • 720 degrees – you perform 360 degree assessment, wait a while and then do it again.

I openly admit that i think most annual evaluations are a huge waste of time and provide little benefit to the company. Staff hate them, managers hate overseeing them, and HR gets no other work done that month. I have no idea why companies persist with them.

In place, I prefer on-going assessment and feedback.

The simplest and most logical way to manage anyone is in 3 steps:

  1. decide what is important for that person’s success in that role
  2. regularly measure these aspects
  3. provide the person with feedback and coaching to help them develop and improve

My rationale is that if something is so important that it is worth measuring, worth acting upon, and worth deciding the pay of an employee, then why measure it once a year?

Figure out how to do this daily, weekly or monthly. Then provide feedback loops within the company so that people can act on the information. Not only will the company become more responsive, but you will save lots of money on silly appraisal consultants. 

If you need feedback from customers on their interaction with an employee, ask them regularly. Then set targets for the employee to improve their rankings each month. But ask the customer for their opinion because you care about the customer and want to serve them better, not because you have to figure out how much bonus to pay your staff.

If it is not important enough to ask about regularly, then don’t ask at all.

That’s my take, but I’d love to hear from anyone who thinks that annual appraisals are important?

6 Simple Tips For Winning at Job Interviews

This is a bit of an HR rant. I am currently recruiting lots of staff, and the process is driving me a little insane. It is one of those things that is just so much harder in India that in other countries.

Whenever I had to hire people overseas, I generally got a range of good candidates, and had to pick the one that i thought best matched the culture of the company, or work team.

My current experience is about finding someone who can do the job. So many candidates fill up their CVs with junk that pre-screening is much harder. At the interview stage, many are poorly presented. One candidate walked in, shook my hand, and then turned around and slipped his pre-tied tie over his head, tightened it, and then turned back to me, as if he had been invisible the whole time Smile. Seriously, why would I send you out to meet my clients?

For anyone who is looking for a job, here are some tips to help you stand out.

1. Almost 75% of the CVs I receive are those ‘competency’ based ones, where the CV begins with a list of skills and illustrations of those skills. This CV type is really only useful if you have gaping holes in your career, or are changing industry, BUT even then, you have to illustrate each skill with real examples from your experience, not just blah blah blah (lots of descriptive important sounding words that you have never really done. I would steer clear of these CVs if you can, as most recruiters will just skim past to the employment section. Just jump into your work experience. Also, keep your CV as short as possible – no one is going to read 7 pages from someone with 3 years of work experience. They skim it, and your important points are missed.

2. The ‘Objective’ statement. I would only include this if you are looking for something specific and want to inform the employer upfront. Don’t just write something about results oriented teams blah blah your contributions blah blah grow with company blah blah. No one cares or reads this. If you feel that you have to use this space on the page, put a one-paragraph pitch about yourself, that actually describes you (not who you wish you were).

3. Turn up for your interview. If you really can’t make it, call and tell me. Yes, I’m serious. It sounds so simple, but i am amazed at how many people just don’t come to pre-confirmed interviews. I’ll sometimes follow up with candidates who’s CV’s look really promising, just in case there was a communication error by the recruiter, but usually i get some really bland excuse such as “I’m sorry, I couldn’t come due to some reasons”, (Yep, that’s a real quote.) followed by pleading for another chance to come. Even if you do come, and deliver a great interview, I’m still going to wonder about your professionalism.

4. Understand the job properly before you rant about your skills. If you are unsure, then ask me questions. A candidate yesterday went on for 30 mins about his amazing team leadership abilities (including his strategies for ‘micro-managing’ his staff), until i told him it was an independent position with no one reporting to him. I want you to ask me questions. I want to see that you want to understand the role in detail, and that you are interested because it is the right job for you.

5. Use the interview to show off your skills. If I am interviewing you for a sales position, then sell yourself. Try to close me. I want to see you controlling the conversation. If i challenge something on your CV, spin it into positive, and bounce on to the next point you want to discuss.

6. Follow up. Some people seem to believe that you shouldn’t show that you are actually interested in a job, because it make you look desperate and the company will offer you less money. In reality, a recruiter would much rather take a candidate who really wants to work with their company, that one who doesn’t seem interested. The only caveat here is to follow up politely. Call twice a week for a week or two, then once a week. Email with about the same frequency. Understand that the interviewing process might go on for a month or two before we finalise on a candidate, so your goal should be to keep your name in our top-of-mind awareness.

That is for now. This is half about about making my job as a recruiter easier, and half about helping you to present yourself better. Either way, it will help you find a job Smile