Saturday, January 5, 2019

Green HR Practices


  • Green HR is the use of HRM policies such a way to promote sustainable use of resources in business organizations to make eco friendly and promote environmental economical sustainability practices to keep healthier environment by increasing employee awareness and commitments on the issues of sustainability. 
  • The HR function can become the driver of environmental sustainability within the organization by aligning its practices and policies with sustainability goals representing eco friendly which can contribute to organizational goals. It involves undertaking environment-friendly HR initiatives resulting in: 1) Greater efficiencies with motivation , and 2) Lower costs and better employee engagement and retention.
  • Green management initiatives can be an important factor in forward thinking business organizations around the world. Green HR initiatives help companies find alternative ways to cut cost without losing their talent & important resources etc.
  • Now a days, there is a growing need for strategic Green HRM – the integration of environmental management into HRM in the perspective of the question of environment pollution in the world. HR professionals can indicate that encouraging employees to be more environmentally friendly in the workplace is the top practice for their organizations. This means organizations can encourage their employees to perform activities such as early morning office time, making double-sided photocopies, powering down computers after a few minutes of inactivity, using energy efficient bulbs can be the top environmentally responsible practices in initial stage of Green HR.
  • Nowadays companies are implementing EMS (Environmental Management System) a strategic tool, to gain competitive advantage. This system provides better control of firm’s environmental impacts. It includes commitment, policy, planning, implementation, measurement and evaluation, review and improvement of HR systems that fit with organization’s culture and long-term goals.
  • Improved employee morale, stronger public image, increased consumer/ customer confidence, employee loyalty and brand recognition, position as an employer of choice, increased workforce productivity, efficiency, motivation and employee retention are few of the many advantages and benefits an organization can have by implementing and developing such Green HRM techniques.

  • Some of which don't need much cost money to implement, can vary significantly change how business is conducted. Here are some steps companies can take to start Go Green practice.

1. Power Saving by early morning office startup

2. Conduct an internal environment & energy audit in the organization

3. Conduct eco friendly or Go Green Surveys

4. Go paperless by using apps, software & e-hr

5. Recycle waste

6. Reduce business travel - Teleconference instead of travelling

7. Save water - Monitor sinks and toilets for leaks that waste water

8. Explore opportunities for implementing alternative energy sources

  • Green HRM policies encourage the sustainable use of resources within business organization to promote the environmentalism in the process, create improved employee morale, satisfaction & efficiency by promising stakeholders in competitive market. 














References

  • Wikhamn.W.,2019 International Journal of Hospitality Management,Volume 76,Part A,Pages 102-110
  • John T.Bush.,2018 Human Resource Management Review,In Press,corrected proof
  • https://www.youtube.com/watch?v=iI8Zn50hSCI


Sunday, December 30, 2018

Hiring and promoting unqualified employees.

  • Back in 1968, Dr. Laurence J. Peter first published evidence that promotion strategies in most companies are based on performance at the current task, with the result over time putting people in new tasks over their head.
  • Even worse, top performers are moved to management positions, which are often not their forte or interest, but have higher salaries and more career prestige.
  • Once topped-out and frustrated in a big company, many of these people seek key positions in a new business or startup where they can again be top dog and feel in control.
  • Even though their resume may look great, I continue to advise small businesses to fill every team position based only on demonstrated current results, motivation, commitment, and not based on any past title.
  • This is easier said than done, especially in new ventures where the founder is personally inexperienced in hiring and managing employees. Thus based on my considerable experience in both domains, I offer my recommendations on what to look for and how to select people with minimize exposure to the devastating effects of the Peter Principle, past and present: 

1. Favor people who can both communicate and perform well.

Small businesses can't afford two or more people for every task -- one to do work, and others to communicate results to all constituents. As the founder, you won't have a finance chief, a marketing staff or a requirements manager. Everyone must know how to listen, talk and write.

2. Put a premium on customer-facing and relationship building.

In a big company, you often need highly-skilled specialists, doing accounting, research and design, or quality support.
These people can excel without ever selling or knowing a real customer. In a small business, everybody is in sales, and the customer is always the main focus. 

3. Prioritize current skills and a demonstrated ability to learn.

People who haven't changed in a while find it harder and harder to do so. If you don't hear an enthusiasm for new challenges, you won't find the flexibility you need to anticipate and create the pivots required for success. People trapped by the Peter Principle won't be happy fixing chaos. 

4. Keep the focus on results - don't hire or reward for effort.

A common refrain I hear from team members in over their heads is how many hours they work and how busy they are.
If you hear that in the interview process, change the subject to results, and then move on quickly to the next candidate. Set your metrics and rewards to map to results. 

5. Promote an "up or out" growth culture to prevent role stagnation.

Look for team members that see every job as a step, rather than a destination, as the company grows. Make it clear through words and actions that you expect upward growth, and no-growth is a failure for both of you. The alternative is to lose your best people to new ventures. 

6. Look for an ability to manage people, as well as do the work.

Some people are great workers, but are barely able to manage themselves. The best are comfortable in both roles, and approach every task from both perspectives.
Many big company executives rely on their staff to do the real work. This doesn't work in a small and growing business. 

7. Provide mentoring and self-learning opportunities.

Most small businesses don't have the time or resources to send team members to formal training classes, either in-house or off-site. Yet every new team member can be assigned an in-house mentor, provided with online seminar opportunities and given special assignments to facilitate new learning.
Another difficult challenge for new entrepreneurs and small business owners is being able to deal immediately with the Peter Principle in current team members, once they see it or recognize a hiring or promotion mistake.
It's as hard as every other pivot you will have to make as a new business, with the same penalty that the longer you wait, the higher the cost of recovery.
If you as the leader don't deal quickly with incompetent people in key team positions, they will paralyze your business. The best people see the problem and beat a path to the exit, to take new outside opportunities, and only the ineffective ones will remain.

References
  • Peter Y.Burke.,2017 Technical Career Survival  Handbook,Pages 225-226
  • Karachiwalla.N & Park.A.,2017 Journal of Public Economics ,Volume 146,Pages 109-128
  • https://www.youtube.com/watch?v=qC3zJXXrrXY


Do Bosses really care about their employees?


  • Most companies like to think they have their finger on the pulse of employees. But the fact is, when it comes to what employees want from their work experience – recognition, respect, trust, fair pay and a flexible schedule – many employers are clueless. There are many common misconceptions employers have about their employees.
  • Shakespeare wrote extensively about the seven deadly sins that define basic human instincts. And if Shakespeare were running a human resources department in the 21st century, one of his PowerPoint presentations would likely be the “Biggest Misconceptions” employers have about their employees.
  • The Seven Misconceptions certainly won’t rival lust, envy or wrath, and they’re far from being deadly. But failure to understand employees – which can easily be achieved with employee satisfaction surveys – can result in the downfall of the company’s bottom line.
  • “In today’s cost-conscious business environment, where the average pay raise is 3.85%, employers have to think outside the box,” said Marcia Rhodes, a spokeswoman for an international association of human resource professionals located in Arizona. “In order to attract, motivate and retain talent, they need to communicate non-monetary rewards such as flex time, telecommuting, on-site fitness classes, and other work-life perks that don’t cost the employer much, yet mean a lot to the employee.”


More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee’s success, empathize with those going through hard times, and challenge people, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your production yield.
Rhodes points out many of the needs commonly discovered when employee satisfaction surveys are conducted by companies like Texas-based National Business Research Institute. Along with uncovering employee wishes, survey results are often a window into the soul of the missteps employers make when relating to employees, like the 7 Common Misconceptions outlined in the following:

Myth: Money Is the Motivator
Fact: Everyone goes to work to make money and having more is always nice. While money pays the bills, buys the groceries, and covers the Hawaiian vacation, it doesn’t get to the core of why people go to work. There are many different reasons for working, with the most basic instinct being that it gives people a sense of fulfillment. Others are motivated by the sheer fact of helping others, accomplishing goals, or in some cases, loving what they do. “Employers believe that talented workers stick around mainly for pay and the benefits package at the company,” said Craig Taylor, Senior Vice President of Marketing at a Florida-based talent management company. “Those same valued employees, however, report that what they want most is a boss they can trust, one who builds their self-esteem, and treats them fairly.”
Myth: A Hands-Off Boss
Fact: On the surface, it sounds good. The manager leaves the employee alone all day while sitting in the office until it’s time to go home. Much like directing a movie, the boss is the director of his or her employees. Failure to provide command and control at the job leaves employees feeling stranded and unproductive. And every employee satisfaction survey will tell company leaders that little or no feedback will leave workers with that underappreciated feeling.
Myth: Employees Just Don’t Care About the Company
Fact: Many employers think their staffs aren’t too concerned whether the company thrives or not, as long as they continue to receive a paycheck. In fact, it’s critical for worker morale that they feel proud of their company and of what they do. In a recent poll published in the Wall Street Journal, more than three-fourths of workers said they are personally motivated to help the company succeed and were willing to put in extra effort to make that happen. The report also said that workers remain engaged in their company’s success if the employer provides “strong leadership, advancement and development opportunities, and a sense of control over their work environment.” “Numerous employee surveys have shown that ‘line of sight’ is critical to employee motivation and engagement,” said Rhodes. “When employees can see the impact they have on things such as customer satisfaction, quality, sales or profit, they feel valued and are motivated to be even more productive.”
Myth: Treat Employees Well and They Will Remain Loyal
Fact: It’s certainly easier to retain employees that are paid well, cared for, and respected for what they do. But loyal? There was a time when employees started a job and retired from the same company 30 years later with a gold watch in hand. Those days are long gone. Employees understand that mobility and versatility are important in today’s competitive environment. Employers expect employees to be enthusiastic and loyal, but when the slightest downturn hits, the first option for many employers these days is to hand out the pink slips. The message to the employee is that “you’re expendable,” which makes the notion of loyalty and commitment a pipe dream.
Myth: Simple Touches Don’t Make a Difference
Fact: With personal incomes stagnant over the past few years, creative thinking to boost employee morale has become a requirement. Some employers tend to underestimate the impact simple pleasures can have on unmotivated employees.” Employers often miss the importance of empowering front line managers and supervisors to be flexible in how they treat employees,” said Taylor. “Allowing an employee to leave early on occasion or to adjust the work schedule to accommodate a reliable worker sound logical, but too often are trumped by ‘company policy.'” Employers need to encourage and facilitate a strong bond between supervisors and employees and let leaders be flexibility experts, thereby contributing to worker satisfaction, productivity, and retention.”
Myth: Immediate Boss Must Be the Problem
Fact: When workers are unhappy, company management tends to point the finger at the immediate boss. But employee satisfaction surveys continually show that large percentages of employees are positive about their immediate boss. The problem lies one step above, in middle management. Middle management is typically a dumping ground, as senior managers put the pressure on that area of the corporate structure to make tough decisions. When that happens, the immediate boss must communicate middle management’s decision to the rank-and-file. It’s a formula that constantly puts middle managers in the role as villains.
Myth: Work Environment is Secondary to Pay
Fact: The prevailing wisdom among many managers is that it’s not how you feel; it’s how fat your paycheck is. This couldn’t be further from the truth. Employee surveys consistently show that the quality of the workplace has the most impact on the psyche. The relationships with co-workers, superiors, and even the workplace surroundings are all factors that influence absenteeism, morale and, ultimately, how long they will remain on the job.



References

  • Kuroda.S & Yamamoto.I.,2018 Japan and the World Economy,Volume 48,Pages 106-118
  • Buppert.C.,2017 The Journal for Nurse Practitioners,Volume 13,Issue 10,Pages 717-718
  • Richard B. Gunderman Journal of the American College of Radiology,Volume 12,Issue 10,Page 1119

Recognize contributions and reward good work

7 Awesome Methods for Employee Recognition

Great companies know that the employees are the heart of the business. Satisfied and engaged employees would bring in not only positive energy to the workplace but also increase the company’s profit and sales.


Unconcerned employees could be a hindrance to the workplace as they can drain out the positive energy out of the rest of their colleagues. In other words, engaged employees are an enhancement to any company.
Employees who feel they have a positive personal rapport with their management are more likely to be engaged. Not only that, employees would feel appreciated when they or their work gets noticed and this encourages constructive employee engagement.

“Employees who report receiving recognition and praise within the last seven days show increased productivity, get higher scores from customers, and have better safety records. They’re just more engaged at work.”
– Tom Ruth
Here are 7 low cost methods that companies can put into practice to encourage employee recognition:

1. Ask employees and management to nominate/vote for the employee of the month.

Employees will appreciate the recognition that they receive and realise that their daily performances are being noticed. When management deliver the ‘Employee of the Month’ award, they have to be specific as to why such employee deserved it and could be either written out or publicly explained during monthly team meeting.
By doing so, other employees would learn from it and work harder the following month. The ‘winning’ employee that the company recognises will be delighted that their work was noticed and appreciated.

2. Reward the team or department that shows great achievement.

Besides awarding ‘Employee of the Month’, management could also reward t the team that have accomplished or worked well together. Rewards could be as simple as lunch with the management, shopping voucher or even movie tickets for them to enjoyed together after work and bond on a personal level out of the workplace.
This encourages employees to work together as a team and not just as an individual all the time.

3. Starting an employee appreciation program.

Management could start an appreciation program for the employee that shows positive qualities at the workplace. Points could be awarded to the employee for simple task like assisting their colleagues to their punctuality or any other qualities.
These points collected at the end of the week or month could be redeemed for small prizes like shopping vouchers or certain benefits like leaving a half hour early one day. Practicing such an employee recognition program can strengthen employee engagement.

4. Recognise your employees’ personal accomplishments.

Employees will appreciate it when management recognise their personal accomplishments. From donating blood to the Red Cross to getting the keys to their new house, it is getting noticed out of the workplace that makes the employee feel appreciated.
Even though all management did was to acknowledge these personal accomplishments, employees do not feel that managements only concern was about work but also about the employee’s activities out of work.

5. Expressing interest in your employees’ professional development.

Expressing interest in the employees’ professional development it does not necessarily mean paying for their education or courses. It just mean that management are interested in knowing what their employees personal goals and supporting them in trying to achieve them.
It could mean looking out for courses and sending them emails about them, assisting them in accomplishing their goals faster. Employees will appreciate the interest and guidance on achieving their dreams given by their management.
“People may take a job for more money, but they often leave it for more recognition.” – Bob Nelson

6. Post and follow a celebration calendar in the workplace.

Management should celebrate employees’ birthdays and their employment anniversaries. It does not have to be a surprise party with their family involved and lavishing them with expensive gifts. It could just be as simple as birthday cake with a shopping voucher or a birthday card with funny notes written on it by the rest of the employees.

7. Call an employee to your office to thank them personally.

Normally when an employee gets sent to management’s office, they assume the worst. Calling them and having a short 10 minute chat with them and telling them what a great job they have been doing would make them feel at ease and even motivate them to work hard.
There are times when saying ‘Thank You’ is rather hard, so try any one of these great ways to say thank you to your employees.
They would be especially pleased to receive honest gratitude for a job well done.

In Summary

There are plenty of other inexpensive ways for management to show the employees the recognition that they deserved. Sometimes at the end of the day, the two most underused words in any organization or companies are the simple words ‘Thank You’’.
Whichever method used or practiced, remember to make it a ritual and not just a ‘once off’.
Have a glance into these two video clips.
References

  • Blumberg.S.,2005 Journal of the American Dietetic Association,Volume 105,Issue 7,Pages 1055-1056
  • Lagziel.D.,&Lehrer.E 2018 Games and Economic Behavior,Volume 107,Pages 21-40
  • https://www.youtube.com/watch?v=t8Ny-yKEwG4
  • https://www.youtube.com/watch?v=2aJIyfwbd30

Overworked employees : How can HR Managers avoid employee burnout?


Increasing workplace stress stands testimony to the fact that most employees today are overworked in their job roles. In a constant struggle to meet deadlines and clocking in 50-hour weeks seem to be not enough and sometimes work gets extended over the weekends.
Regular tasks, projects, deadline and myriads of issues that need immediate attention require employees to work for longer hours in the office. This kind of work culture, while contributing to stress is one of the major cause for depression among employees.
The outlet for the stress and burnout experienced is quite evident when a hard working employee reports frequent absenteeism, decrease in quality of work delivered and increased turnover rate.
Those responsible in an organisation towards employee welfare, wellbeing and engagement should be wary of the harmful effects of overworking on the talented workforce.
  • Your Employees’ are Worth a Promotion

While deadlines and immediacy of project requirements are valid reasons for employees to be racing against time, but it is important for employers to understand and treat employees as humans. They do need to strike effective work-life balance to be healthy and fit to work productively every single day.
If an employee is overburdened with responsibilities and made to work over weekends, during the long haul they tend to break down, impacting quality of work delivered and productivity. Here are some ways by which HR managers can avoid employee burnout:
1.Ask employees to have a clear schedule
When employees are required to clock in longer hours at work, HR managers can help them lighten their moods and reduce stress levels in the workplace by asking employees to set a clear schedule.
Perhaps, intervention by a supervisor or manager can help the overworked task force to manage time effectively, maintain speed and deliver productive outcomes without compromising on quality.
A clear schedule would help employees allocate certain time periods of the day for certain routine activities, and this will help retain focus and accomplish tasks on time.
  1. Encourage a healthy life
To stay fit and healthy, employees need adequate supply of nutrition, sports and workouts, and brief break time between work. When employees are overworked, HR managers could help employees focus on their overall health by offering them with healthy snacks during break periods, recreational and gymming session in the office, nutritionist advice and health check-ups to monitor employee fitness levels.



References

  • Collins.J.,2018 HR Management in the Forensic Science Laboratory,Pages 255-275
  • Robert A.Hart & Yue Ma.,2010 Labour Economics,Volume 17,Issue 1,Pages 170-179
  • Kawada.T & Ooya M.,2005 Archives of Medical Research,Volume 36,Issue 5,Pages 594-597
  • https://www.youtube.com/watch?v=alc_j4Mrx1I

Why Good Employees quit the jobs?


It’s pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about few things are as costly and disruptive as good people walking out the door.
Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don’t leave jobs; they leave managers.
The sad thing is that this can easily be avoided. All that’s required is a new perspective and some extra effort on the manager’s part.

Green HR Practices

Green HR is the use of HRM policies such a way to promote sustainable use of resources in business organizations to make eco friendl...