Tag Archive for: employee retention

Leadership Spotlight: Supporting Women in Business

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We’re excited to announce that after appearing on Episode #39 of the Elevate Business Podcast, Tanya Priske has been selected for the Intuity Performance Leadership Spotlight series.

Tanya Priske is the Executive Director at the Center for Women in Business. She brings global and corporate connections to drive her community forward with big-picture strategies with a focus on women business owners across Nova Scotia. With a passion for people, economic development, and the ability to identify new opportunities where ever she goes, Tanya and her team are on a mission to provide the resources women entrepreneurs need to overcome challenges and thrive.

Here are the top 3 insights she shared with the community.

1. How do you create the type of environment that enables your team members to thrive?

Covid has given us a gift, and I hate to say it that way, but it has. It has allowed us to reach more women, especially under-represented women, because through video chat, and through interactions like this, we have evened the playing field. During meetings etc. there are interruptions like kids popping up, but it’s happening to all of us.

Also, because we are working in unprecedented times, I put a lot of focus on employee needs and creating a human-centred environment. Do you need another screen? Do you need your computer from work? Do you need your chair from work? Do you require help with professional development?

When we first went virtual, we connected no less than three times a week, so checking in to make sure everybody is doing okay is important.

I mean, I’ve worked remotely for 17 years, so it’s easy for me, but the transition was difficult. And even some of our team members, who I had said before to them before the Pandemic closed us down, you don’t have to be in the office.

I feel it is important to trust and understand that objectives and tasks will get done, regardless of what my team has on their plates.

2. What programs or development are you seeing women business owners seek in relation to growth during this time?

Over the last 14 months – a lot of the changes have been digital assets. Upgrading of websites, upgrading of shopping channels, for trainers and facilitators it was taking their programs totally virtual. There were also a lot of opportunities. A lot of businesses couldn’t keep up, depending on what sector they were in. I’m growing exponentially!

There has also been a focus on maintaining employees, both from the financial perspective of the business owner as well as the human perspective of their employees.

And of course the mental anguish the current situation is presenting, women are suddenly all things to everyone: babysitter, teacher, caretaker to elderly parents.

I try to help women understand that there are outlets for them and that they are not alone.

3. What exciting things can we expect to see from The Centre for Women in Business in the next 12 months?

We are turning 30 which is big! We’re looking ahead in terms of helping women with growth in their companies in terms of export markets and virtual markets. Virtual markets have been great, especially for women, because it can be challenging to not only just get away from your office, but also, to find time away from family, so the opportunity to be virtual has been tremendous.

Getting more women into supply chains, and making sure that women know of the advantages has been my passion for ten years. So that’s a piece that we’ll continue to look at.

In a few weeks our Greater Heights for Growth project is launching, which focuses on working specifically with women across Canada that have a million plus revenue.

We will also have a new President at Mount Saint Vincent University in the coming months, and we are excited about the new direction, and the focus that the Mount is putting on helping women on the entrepreneurship side.

If you enjoyed Tanya’s discussion on supporting women in business, check out Todd Usen’s spotlight series on Building Team Trust.

A Fix to Performance Reviews: Starts With Asking the Right Questions

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Starts Asking the Right Questions

It’s that time of year for many, yes! Performance reviews. Many leaders cringe at the thought of adding more to their plate. So much so that research has shown over 90% of managers identify that performance reviews are not valuable, ratings cause debates or minimally awkward moments over performance. This creates an overall negative or lackluster feelings towards creating/conducting performance reviews which at the receiving end as an employee is not encouraging. In another study, 54% of people indicated that performance reviews make no impact on actual performance (McKinsey & Company).

What are the reasons holding us to our archaic and arguably ‘broken’ approach to performance?

In my experience, I’ve heard classics like:

  • Well we’ve always done it like this
  • It’s not the worst system (but not many are happy with it)
  • We do not have time or money to invest in fixing it
  • Performance reviews and discussions take too much time to do and our turnover is low, so what’s the point!

Other studies as seen published by Gallop point to organizations may not exactly know how to fix their performance management systems issues and that is enough of a barrier to halt any attempts for positive change.

What makes performance matter?

Having employees feel validated and holding performance conversations regularly can increase productivity by up to 20%, studies have shown. If done correctly, performance is a psychological contract between your team members and management resulting in increased employee engagement and less “gaming” on company time. That alone is a cost savings of millions per year in employee retention and keeping company knowledge within your walls. In addition, it gives employees one on one time with their manager and a clear picture of their performance and expectations. The end result leaves the employee minimally knowing where they stand and further engaged, resulting in higher productivity.

How do we fix a broken performance system?

So we understand all of the reasons for what makes a poor performance program that doesn’t work and the barriers it may bring. What about the ways performance systems can work? There are so many options out there these days. They do not have to be attached to a huge ticket performance platform with oodles of automation (although your HR team would love you for it!); but it does need to make sense for your company culture and your team members. So how do we fix a broken performance system? You start asking questions and REALLY look at your culture, the actual style (not just what is written on your walls). Diving into fully understanding your culture, objectives for doing performance and dialing it into individual objectives and value for employees are four key components of a successful performance program.

Your organization ‘type’ impacts the performance management style

What this means is if your company is profit driven, all goals and objectives should be aligned and performance measured the same, within reason and communicated at all levels. Arguably, performance would be aggregate based on company net profits each year with conservative measures. At the other end of the spectrum is if a company is extremely team oriented, their performance program would include agreed upon goals, measures and a budget for managers to oversee for year end performance increases. Having alignment between culture and performance is key. Otherwise you will have disengagement and water-cooler conversations about why the ratings were so hard that year and coincidentally company profits were down 13% that year. In other words, a perception of a failed performance program.

What is the best performance program?

The best performance program is one that fits and is customized to your organization. There are many out there ranging in style and age of inception. When there is culture alignment with the structure of performance program it’s an easier fit to your organization:

  • Is it 360 feedback
  • Management by objectives
  • Competency based
  • Anchored ranking
  • The coach approach

Personally, I am an advocate for a hybrid of objectives and the coach approach to performance, for so many reasons. A few are: ease of use, employee buy in, two way conversations and meaningful objectives that are measurable.

What objectives are you trying to achieve with your overall performance program?

Understanding the what and the why to conducting performance within your organization approaches performance with purpose. Is it keeping alignment? Achieving productivity? Stretching performance? Or simply gains on profit margins? Regardless of the what and why, establishing objectives and communicating them to your team sets the tone and purpose for reviews.

Do we really need individual objectives?

In short, yes! Tying individual objectives to departmental then organizational objectives gives your team members a clear and succinct picture to their daily purpose of their role, how they impact the organization and add value. Making individual objectives clear, measurable, accountable and a joint venture further sets the tone or stage for expectations and the team member’s vision for the year. This takes away any doubt as to what they are going to do for the year for achievement. It will also allow for accountability in how the team member chooses to complete the objective, within reason of course. These are such important things to have if you aim for a productive performance program and year.

Keeping the people in performance – is there value?

Here’s the thing we often do not think of: if we keep ‘people’ in mind while building and conducting performance reviews we will be much better off by way of value in performance, ease of conversations, higher levels of retention and effort from employees. Talking to the employee as an asset rather than a liability is a learned behavior that is pivotal to impacting positive performance. Discussing succession, training, mentoring or job enrichment opportunities are all ideas that will assist in keeping your team members proactive and feeling wanted in their roles. Other things that can lead to positive performance outcomes are:

  • When deciding on ratings think about the actual outcomes and be transparent in communication. How an employee obtains a five should not be a mystery or moving target. Consistent rating is certainly key.
  • Regardless of the tool, team members must have a comment box. Having team members reflect on their own performance allows for alignment between the manager and team member.
  • Companies ought to be transparent as to how ratings impact their compensation, if at all. Employees should not be in the dark on the formula.
  • When discussing annual performance, it should never be a surprise: good, bad or indifferent.
  • Ensure there is an approach to keep employees engaged and wanting to provide feedback and viewpoints on their goals/objectives and performance.

A performance review isn’t broken if there is value. We do not need Cadillac systems, just systems that work for our respective organizations.

If you would like to discuss your performance system(s) in detail, connect with us!

Creating a Culture of Communication in the Workplace

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Critical to ensure employee performance and positive team dynamics, efficient communications don’t come easily to all, which explains why it can be such a sensitive topic for leaders. Establishing a clear communication strategy is the first step but managers have a role to play to create a true culture of communication in the workplace.

On our Elevate Business podcast, Michael Jansen put it this way: you’re the boss but your job is to enable your staff’ success.

Effective workplace communications can bring people together and get them to stand behind a shared goal and vision. It’s the glue that makes a team stick.

On the other hand, underperforming workplace communications can bring teams to fall apart.

As a leader, it is your responsibility to set the example, whether when dealing with a single individual or an entire team. It is also your responsibility to ensure your team has the resources and the know-how to operate in a concerted way.

Now More Than Ever

In a context where staff are working remotely, proper communication is even more important.

Teams need to know what to expect. What communication channels are being used? How often can they expect to hear from supervisors and management? When, how and where can they access the information they need?

In highly collaborative virtual or hybrid environments, leaders should reflect expectations and obligations through programs and informational tools that allow staff to perform tasks with ease, even when located outside of the physical workplace or collaborating with other staff based elsewhere.

According to a McKinsey survey on the future of hybrid work, the companies supporting small connections between colleagues were the ones enjoying higher productivity levels during the pandemic.

Virtually onboarding new hires are good opportunities to test out an internal communication strategy. If new staff can easily find answers to their questions and start developing relationships with their teammates, chances are that you’re on the right track.

Strong Leader, Strong Communicator

Strong leaders know to communicate regularly with their teams, sharing relevant if not short and simple information. They make a point to maintain communication, even when there is not a lot to say.

Strong leaders know to communicate with integrity. Being honest doesn’t mean sharing everything. It means being able to say that a given information is too sensitive to be shared. It means being able to explain the facts as they are. Everyone may not agree but they will understand and will respect you for it.

Strong leaders know to communicate clearly. A clear message is one that is presented in such a way that it is impactful and easy to understand, and that cannot lead to interpretation.

With this being said, a good communicator is nothing if no one is listening.

Instilling A Culture of Communication

Strong teams seek to understand and rely on transparent and open communications. Employees feeling misinformed will tend to question and disagree with decisions, leaving them dubious and disengaged and resulting in a divide amongst team members.

Ultimately, this will affect employee satisfaction and retention, recruitment, and overall organizational performance.

A good communicator knows to listen and to create a space where people feel comfortable sharing, expressing their ideas, and even questioning other viewpoints.

Working with our clients, we’ve observed the challenges they face in fostering an environment that is conducive to regular, productive, meaningful and sometimes difficult conversations and communications.

These typically emerge as a result of a deficient communication strategy, a lack of awareness on the part of management or a need to develop leadership skills further. Even when personality conflicts arise between individual team members, managers should be able to quickly spot the situation and take action.

Setting Your Organization Up for Success

If establishing yourself as a credible communicator is the first step, understanding team dynamics and personalities will make your interpersonal communication skills that much more efficient. Everyone is different and reacts to information differently. Knowing how to address each one of your staff based on their own style will allow them to better understand where you want to go and persuade them to join you on your journey.

Staff also need to take ownership of their own workplace relationships, developing strategies to find their place and to address communication issues as they arise.

At Intuity, we use the DISC evidence-based model to help individuals better understand their colleagues’ behaviours as well as their own. We have also developed a multi-day workplace communication training based on the model.

In the workplace, DISC is useful in many ways:

  • It helps individuals understand how they show up and how to adapt themselves based on the situation or the person they are interacting with
  • It provides for more honest interpersonal communications based on mutual respect
  • It gives staff the knowledge and training to address miscommunications or to avoid potential conflicts
  • It generates better productivity and problem-solving within teams

Whether it’s in a physical, hybrid or entirely virtual workplace, adopting a proactive communication model and adapting communications not only to the environment but to people can make a big difference in your organizational success.

Contact Intuity today to find out about our workplace communication training and coaching, and our DISC assessments.

The Future of Work – Towards a More Human-Centric Model

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Throughout history, the face of work has gone through several iterations, from an agrarian economy relying heavily on manual labour in which the wealthiest didn’t take part, to the mainstream knowledge economy as we know it today, relying on computerization, automation and intellectual capital rather than production.

The future of work is now

While the pandemic has accentuated this trend and made certain skills appear irrelevant moving forward, it has also demonstrated the flaws associated with a technology-driven economy and therefore highlighted the need and accelerated the implementation of a human-based economy and of a human-centric workplace.

Welcome to the future of work – a world where know-how takes a step back and human skills are no longer an asset but a definite must for workers and organizations, acting as a counterbalance to the overpowering technology.

In this bizarre era, human skills can no longer be ignored by organizations when it comes to positioning themselves as trustful and successful employers, partners, brands and leaders.

In the future of work, human skills allow organizations to:

  • Show their true colors and express their individuality
  • Retain and attract talent
  • Build a culture that people want to be a part of
  • Get management to lead more intentionally and more efficiently
  • Engage workers and make them feel listened to
  • Benefit from enhanced individual and team performance
  • Model diversity and inclusion authentically
  • Make their technology more impactful and relatable
  • Make a hybrid or remote work environment more efficient

Human skills are what make us adaptable, well-rounded individuals leading adaptable, well-rounded organizations ready to face this ever-evolving workplace and economy.

In short, human skills are the catalyst of a successful organization. Even business schools are trying to incorporate them in their curriculum.

Ok. But what are human skills exactly?

Human skills, soft skills, interpersonal skills. These are all synonymous.

Human skills and soft skills are HR concepts that refer to personality and behavioral traits and a certain set of transferable skills that focus on people and their capacity to interact with one another, solve problems and manage situations. To the contrary of ‘hard’ skills or technical skills, soft skills are inherent to a person. This is not to say that you are necessarily born with them. Such skills can be learned through experience and can be improved over time when cultivated.

Amongst them, we find communication, trust, empathy, adaptation, curiosity, resilience, leadership and flexibility.

Communication

Being a good communicator and creating a culture of communication is not an easy task and involves different things: concision, clarity, intention, honesty, collaboration, active listening, enthusiasm and leadership. When done well, it can achieve miracles for organizations.

Empathy

Empathy is what makes us relatable. It’s about being able to see the world through someone’s eyes, to authentically put ourselves in other people’s shoes and to say ‘I know how you’re feeling’. It’s showing that we are human after all, no matter our role or our position.

Trust

Entrusting others and demonstrating that sense of trust through delegation, collaboration and empowerment is a requirement to avoid frustration and conflict and generate cohesion and adherence.

Flexibility and adaptation

Being able to remain flexible and adapt is one of the most precious qualities one can have in this ever-changing landscape. It sends a positive message to those around while making things easier for ourselves.

Curiosity

Keeping an open-mind and facing challenges as they arise is much easier to achieve when training and stimulating our brain regularly. Forcing ourselves to ask questions, to learn and to read is a good way to generate a fresh perspective on things and to deal with uncertainty.

Resilience

Our resilience is best tested when faced with adversity. It is our capacity to deal with situations, to confront challenges, to look for solutions and to start all over the next time an issue arises. Failing to do this can result in being perceived as inadequate.

Leadership

Leadership is not reserved to management. Everyone has the capacity to demonstrate leadership. It’s about taking one’s place, sharing ideas, collaborating, being able to respectfully state a position and allowing others to take their place.

Not to say that ‘hard’ skills are no longer relevant. But as workers are being replaced by computers, it is clear that learning to be is becoming more important than learning to do. Machines may have an edge over us in terms of savoir-faire. But our very nature as humans still gives us a competitive advantage.

As Manish Bahl of the Center for the Future of Work puts it: “your skills + social and cultural context = hard-to-automate skill”.

More so, Forbes contributor Charles Tower-Clark tells us that “while automation and digitization may displace around 85 million jobs by 2025, around 97 million new roles may emerge that are better adapted to the new division of labor between humans, machines, and algorithms”.

Indeed, there are a lot of synergies for machines and humans to work together. When we look at it that way, it becomes obvious why working on improving those complementary soft skills is so important.

Ultimately, this is what will lead to more compassionate and better performing workplaces.

Through workplace training, coaching and human resource solutions, Intuity Performance applies a Whole Person Performance approach to cultivate an environment for growth within organizations.

Contact us to find out how we can help you take on the future of work.