Tim Sieck, Skywalk Group Partner and organizational development expert, states, “Over the last three years, we have worked with a large number of local businesses.  As part of that process, we have identified a disconnect between employee engagement, the manager’s role in the process, and the needs of today’s organization.  These new offerings are designed to address these gaps.”

The first public workshop, The Truth About Becoming a Manager, will be held February 22, 2012 from 8:30am – 12:30pm.  This half-day workshop is designed to help employee’s assess and prepare for becoming a manager.  Sieck adds, “All too often, companies take a sink or swim approach when it comes to hiring managers.  We want to assist employees by giving them insights and information about what being a manager is all about.”

The second new training option, The Engaged Employee:  Individual Development Planning Workshop, will be held on June 20, 2012 from
9am – 5pm.  This full-day workshop is designed to show employees that when they are actively involved in and own their development process, they not only experience individual growth but also positively impact the organization.

Contact us for more information or to register for a workshop.

How Successful are People at Making Lasting Changes

More often than not, people do not stick to their New Year’s resolution for very long. In one study over two years, about one in five people (20%) were able to keep to their resolution. On the other hand, three in five (60%) dropped their resolution within 6 months. In a recently reported British study, 22% of people reported that they were “very successful” in keeping their resolutions.   Source:  WAIBTV.  Those percentages are pretty dismal when you think about it.  And those are your own personal changes that YOU want to make.

Now, imagine you are the CEO of a company.  Your company has 200 employees in 3 different locations and you have just decided to purchase another company in a fourth location.  How likely is it that you can successfully implement this large-scale organizational change and get everyone moving in the same direction, working towards the same goals?  There is no sugar coating this answer.  It is going to be very difficult and require a tremendous amount of energy, patience, communication, and outstanding leadership skills in order to make this happen.  And you can bet that energy, patience, communication, and leadership abilities DO NOT fit neatly inside a brown paper bag.

Change in a Brown Paper Bag

You may be wondering what that means.  Too many companies try to implement organizational change through a “brown bag lunch” process.  Has this happened in your company?

“Our managers need leadership training.  Let’s schedule some brown bag lunches and teach them how to be better leaders!”

“Our health insurance costs are increasing.  Let’s have a wellness speaker come in for a brown bag lunch presentation!”

“Our employees say they aren’t engaged and satisfied.  Let’s have a company-wide monthly meeting over lunch and motivate them!”

Steps to Effective Organizational Change

Wouldn’t it be fantastic if all of a company’s problems could be solved through the brown bag lunch process?  Unfortunately, that isn’t the case.  Organizations who successfully implement change do the following things:

1. Collaborate.  Share ideas with employees early in the process to get feedback and buy-in.
2. Communicate, communicate, communicate.  There can never be too much communication when change is involved.
3. Be transparent.  Not only about the change but also that you may not always know the answers.  Even with the best plan in place, there are unknowns.
4. Be compassionate.  Change is a process for everyone.  Even for those who embrace it.  Help people move towards acceptance.  That process will be different for each individual.
5. Allow and demand questions.  Employees should have questions.  Part of helping them move towards acceptance involves education and inclusion.
6. Celebrate.  Make a big deal about the little things along the way as well as celebrating major milestones.

As fun as we are (or like to think that we are), even we are subject to being lulled into that familiar ho-hum state from time to time. We are a resourceful bunch though, and willing to take control of our own destinies. So, for our own amusement, we’ve decided to play a little game. One in which all of our loyal (Cedar Rapids-based) subscribers will enthusiastically participate (fingers crossed) with a selfless dedication to rescuing us from the concert of humming fluorescent lights and whirring servers that is our 3^rd floor office. (Actually, it’s not totally selfless, because there’s a prize, but more on that later.)

You’re all on the edge of your seats, I can tell. So, with out further adieu, we proudly present the first ever Skywalk Group Name That Person Blog Contest. It works like this.

1. Starting with this post, we’ll feature a blog article with some “not fit for a professional biography” facts about one of the members of our team.
2. You’ll take that information and try to match it to one of our professional bio’s found throughout the website.  (Hint:  Look for pages called Meet the Team under Recruiting, HR Consulting & Outsourcing, and Organizational Development.)
3. When you think you’ve got it figured out, email us your answer.
4. We’ll draw a winner from all of the correct answers submitted on the last Friday of each month. The winner will be treated to lunch at a local, downtown Cedar Rapids restaurant, accompanied by the correctly identified team member.
5. THE FINE PRINT:  Limited to one entry per person, per month. Must be willing and able to pay for transportation costs to and from the selected restaurant.  Open to anybody that isn’t a current Skywalk Group employee, because that just wouldn’t be fair now would it?

Ready. Set. Go!

This team member is affectionately known around the office as Honey Badger for their uncanny resemblance to the subject of a wildly popular, albeit slightly inappropriate, viral video of the same name. Like the furry version, this person transforms from an adorable cuddly creature to a laser focused hungry predator if forced to go more than 2 hours without food. It takes regular fuel ups to maintain this persons jam packed schedule, perpetual smile and infectious laugh. Thankfully, it only takes a handful or almonds or a fresh, juicy apple to satiate our officemate, making it much easier keep the necessary staples on hand than their carnivorous counterpart.

Obviously, meetings are a necessary evil in running successful businesses.  They bring people together by uniting creative minds and are vital in achieving the strategic goals of the company.  Leaders who know how to run productive meetings can be the most valued employees of the organization.

Meetings can fail for a variety of reasons. Some of the most important are a lack preparation, agenda or goals.  Lacking respect for participant’s time and failing to follow up on specific action items can result in frustrated participants and fewer results.  Whether your meeting is at the office, via Skype or conference call, how do you lead an effective one?  Reader’s Digest author, Graham Buck, recently gave a few tips:

• Start and end strongly.  Conduct every meeting with a purpose and close it with a plan for “going forward”.  Denver based consultant Teri Schwartz noted that running a meeting is like “Flying a plane. Most crashes happen at takeoff and landing.”
• Pick a leader.  Assign someone to lead at the beginning of each meeting.
• Think small. Be realistic about what you can accomplish and keep the number of attendees manageable to stimulate discussion.
• Direct, don’t dominate. Encourage others to speak up and get involved, especially junior staffers.
• Lay down the rules of engagement. Everyone should understand who will take notes and how decision will be made.  Assign follow-up tasks during the final five to ten minutes and then reiterate them later in a group email.

A final tip that I’d like to add is to respect participant’s time.  As an HR consultant, one of the biggest complaints that I hear is that employee’s never have enough time to complete their own projects because of all the meetings they are required to attend.  Smart business leaders understand the value of participant’s time. If a meeting is scheduled for an hour, be respectful and end it on time!

Does your company struggle with leading successful meetings?  Skywalk Group’s Employee Development and Training can help.

Technology is increasing the need for real-time communication and streamlining work processes. Technological advances have allowed employers to embrace the use of modern tools & various mobile communication devices as a benefit to increasing productivity demands.  Employees seeking a healthy work/life balance and embracing increased employer flexibility have taken advantage of technological tools to increase their accessibility, particularly when off-site or after hours.

These changes in the employment landscape have caused legal commentators to worry about potential litigation stemming from the use of mobile communication devices, including claims ranging from employee privacy infringement to complaints of unpaid overtime.   Hence, the ever-increasing need to revisit, revise or develop a Cell Phone / Smart Phone Policy.

Now, where do to begin? Check out the 11 Factors to Include in a Cell Phone Policy.

There are two reasons HR professionals should be involved in making decisions about mobile policies:

• The devices directly impact workers, and the mobile strategy affects all aspects of the company.
• Developing policies and informal training will set the stage for good mobile practices.

For a free sample of a cell phone policy, please email the HR experts at Skywalk Group.

11 Key Factors to include in a Cell Phone Policy

1. Company expectations.
2. Harassment and discrimination policies.
3. Wage and hour policies that may impact compliance with state and federal law.
4. Company provided equipment.
5. Monitoring of equipment usage.
6. Trade secrets protection.
7. Customer, employer, and employee privacy.
8. Management of electronic documents and tools.
9. Conserving company resources.
10. Limiting liability for employee misconduct.
11. Discipline or terminations for violations.

Read more about how technology is changing the workplace and why human resources professionals need to be prepared.  Or contact the Skywalk Group HR Experts for a free sample of a cell phone policy.

Fear comes in many forms: fear of failure, the unknown, success, loss of self-image, and more.  A fear infects multiple areas of our lives, especially at work where we are required to push beyond our comfort zone.  Fear drives us to avoid volunteering for a project, confronting a problem, attending a social event, making a presentation, or giving our best effort.  All because being safe is more comfortable.

Practical Steps to Overcoming Your Fears

While I don’t profess to have a PhD in how to overcome fears, here are a few practical steps to get started:

1. Acknowledge the fear. The next time you make a choice, stop to analyze your thought process.  Did you make the choice or did fear?   Once you acknowledge when fear forces your hand, you can take control to overcome the fear.Realize you are not alone.
2. Realize you are not alone. Everyone has fears.  We just don’t talk about them.  We’re told not to be afraid of monsters under our bed because that’s impossible.  So, rather than overcoming the fear, we just stop talking about it. Start small.
3. Start small.  Offer to assist with a portion of the project just slightly beyond your comfort zone rather than taking on the whole project.  No one climbs a mountain with one giant step.Practice with friends.
4. Practice with friends. Start expanding your boundaries with people you trust.   They’ll build you up in your success and give you feedback in a manner you can swallow.Talk yourself up.
5. Talk yourself up.  It might sound silly, but your biggest enemy is that annoying voice in your head that says you can’t.  Silence it by first telling it and then proving it wrong.

Let’s step back to our snake scenario.  The next day after acknowledging my fear, and sharing my story with friends, I faced my fear head on. I now boldly (that might be a bit of an exaggeration) walk through the snake infested ped mall.  My fear of snakes still exists, but I won’t let it control me today.

For additional information visit the National Labor Relations Board website at www.nlrb.gov.

Steve Jobs once said that he wanted to put a dent in the Universe.  I’m only one voice, but I’m here to tell you he did.  Sure, we all know about the things he’s associated with.  I’m writing this blog on my MacBook Pro.  I check my email 100 times a day on my iPhone.  I am carrying 30 books around on a device that’s less than an inch thick, and I could drive across the country (twice) without ever hearing the same song twice on my iPod.  But those, are secondary, to what he has meant to my world.

Here it is!

Yep.  This little snake caused me more anxiety and uneasiness than any work or personal challenge I have faced in recent history.  After keeping an eye on him (in reality, that means being frozen in place) for about 45 minutes while I was perched on top of my park bench, I was finally able to get up and escape to The Java House.  Unfortunately, as I sit here now, I still find myself scanning the perimeter for snakes and having weird sensations on my skin that make me feel like things are crawling on me.

I pride myself on being an incredibly rational person in nearly every situation that life throws at me.  But I will admit, I have an irrational fear of snakes.  I have absolutely no idea where this fear has come from.  I have never been bitten by a snake.  I have seen relatively few snakes outside of contained situations (zoos).   But none of that matters.  That tiny snake had me completely frozen and under its control.

The Impact of Fears

My situation today reminded me that we all have fears.  Some are extreme and keep us from doing certain things or going certain places.  Other fears might be less extreme but they still create challenges or stress for us.

In the workplace, fear of failure may keep us from trying new things, taking on a new project, or applying for a promotion.

Outside of work, fear of the unknown may keep us in an unhappy or unhealthy situation.

Imagine how productive and happy people we all could be if those fears were eliminated.  Unfortunately, I don’t know how to do that.  I wish, for my own sake, that I did.  However, there are some practical tips and suggestions that may be helpful in working through some of your own fears, especially as it pertains to the workplace.  Stay tuned for that article next week.  In the meantime, please take a moment and subscribe to the Skywalk Group E-Newsletter to receive industry tips, trends, and entertaining tidbits like this blog article from the blog writing team at Skywalk Group.

Employers may be held liable under Title VII of the Civil Rights Act of 1964 if they are responsible for creating or tolerating a hostile work environment.  Failure to take prompt, remedial action is viewed as toleration of a hostile work environment.  When a supervisor has been made aware of harassing behavior and takes no action, the company has tolerated a hostile work environment.

Prepare your supervisors and senior management to appropriately respond to claims of harassment, discrimination, or a hostile work environment with the acronym DRAFT:

Details

Any agent of the company, supervisor level or above, who receives a report of harassment, must initiate the employer response.  Gather the basic details necessary to inform the designated authority that prompt action is required.  Tell the employee the claim will be reported and investigated, by the party identified in the company policy.  Supervisors must then avoid retaliation against an employee who reported harassment.

Report

Company agents must follow company policy and report claims to the authority designated to investigate and respond to claims, often the company HR Manager.  Are you a company that doesn’t have an HR Manager? Skywalk Group can serve as your HR Manager.

Action

The designated authority must investigate the claim and take prompt, appropriate remedial actions based on the facts of the situation.  Document the discovered facts and the remedial action taken, if any.

Follow-up

Follow up with the employee who claimed harassment.  Inform them of the results of the investigation and action taken, if any. Give the employee instructions on whom to contact if harassment continues or there is retaliation.  Document, document, document.

Training

Conduct annual training on company harassment policies and procedures for both employees and managers.  Supplement with situation-specific training based on the results of claims and investigations.

An effective response to harassment in the workplace starts with adequate preparation and identifying each person’s role.  If you’ve recently experienced a situation of harassment or just need ongoing training, utilize Skywalk Group HR experts to deliver your next harassment and sexual harassment training.

If you found this article helpful, you may also like:

Do Your Managers Know How to Hire?

How to Design a Benefit Communication Strategy

How Do I Create an Effective Job Description?

As we discussed in the accepting feedback article, most people follow the SARA(H) model during that process.  However, at times, people respond negatively to feedback and follow an atypical SARA model.

• Shock.  Rather than just being surprised by feedback, some individuals are utterly shocked when they receive feedback from others.
• Anger.  Frequently, the shock quickly progresses to anger about the feedback or specifically towards the person providing the feedback.
• Retaliation.  Unfortunately, what that often leads to is retaliation against the person providing the feedback.
• Avoidance.  And finally, the last step in the atypical SARA model is avoidance.  Refusing to speak or work with the individual who provided the feedback.

If you find yourself or someone else you know following the atypical SARA model, it may be time to review how to give and receive feedback as a team.

Top performers need to receive recognition for their performance, contributions and dedication to the team.   Not only is it a feedback mechanism for top performers, but also to those observing on the sidelines.  Observation of the positive consequences of successes is one of several ways we all learn.

Not all recognition and rewards need to be made in monetary form.  Keep in mind that the best recognition is timely and meaningful to the person being recognized.   For any department with a budget limiting recognition to monetary form restricts the frequency and impact that immediate, personalized recognition affords.

While there are many creative ideas, here is a personal example that required little out-of-pocket expense but proved to be meaningful recognition.  My team had recently completed a challenging project that had many moving parts and a tight deadline. Shortly after the project was complete I found a card on my desk when I arrived in the morning.  Inside was a $10 gift card to Barnes & Nobel with a personalized thank you from my boss.

Why it worked:

1. It was personal, meaningful, and identified a specific behavior that was appreciated.  My boss knew me well enough to know I enjoyed reading and would value the opportunity to purchase a new book.

2.  It was immediate.  I didn’t have to wait until my next review to know my efforts were appreciated.

3.  It was unexpected.  To me, I was just doing what was required to get the job done.  Often, the best recognition is unexpected.

4.  It was long lasting.  Every time I open the book I bought with the gift card, or the note I saved, I remember why I received it.

Need more ideas to recognize your workforce without breaking the budget?  Join the Skywalk Group’s October session of the Workforce Management Exchange, a free live webinar lead by Skywalk Group to exchange ideas about how to enhance your workforce management practices.  Click here to register today!

Hiring is easy, right?  The position gets advertised, people apply, the hiring manager interviews, and the best candidate gets the offer.  Easy, right?  Not so fast.  Identifying the right talent who posses the skills necessary to complement a team isn’t quite that easy.  Too often companies and their managers treat it like it’s easy, only to ask themselves months later why the best candidate isn’t performing.

While there are many variables impacting a candidate’s success in a new role, as the book “I Quit, But Forgot to Tell You,” points out, you can frequently blame the hiring process.  According to a study of 800 managers:

• 72% of management has failed to acquire interviewing, hiring, and profiling skills
• Less than one-third of these manager’s companies use hiring tools, position competencies, job profiles, behaviors and beliefs or selling/service assessments.

Lack of Training

Interviewing is commonly assumed to be skill miraculously perfected the instant it is first required.  Just go in there and ask questions; it’ll be obvious who’s the right person.  I beg to differ.  Interviewing is a skill honed with training, practice and the right assessment tools to differentiate the “wanna-bes” from the “will-bes.” Hiring Winning Talent is an affordable e-learning program but it can also be offered in a classroom setting in your organization.

The Right Tools

Creating a strong team means identifying what skills and behaviors that need to be seen from each position on the team.   Take the NFL draft.  While most teams wouldn’t mind the first pick quarterback, sometimes the player who will strengthen that weak offensive line is the guy drafted in the 2^nd round.  If haven’t identified your needs ahead of time, you’ll end up with three quarterbacks and a weak center that can’t protect any one of those quarterbacks.

The same concept applies to business.  Tools like position competencies, job profiles and the like, help hiring managers define the skills and behaviors needed to fit the culture and strengthen the team.  Just taking time to think about position competencies is one step closer to hiring a strong, talented team.

If a strong, talented team isn’t what you’re after, then sure, recruiting is easy.

Is it SARA or SARAH?

There are some normal responses that people have to receiving feedback.

S:  Surprise.

Generally, people aren’t use to receiving feedback.  Therefore, it comes as a surprise when it is provided.  If you remember from last week’s article, that is why we suggest that people ask permission to give feedback.  It helps reduce or eliminate the element of surprise.

A:  Annoyance.

Depending on who is providing the feedback and whether or not they are seen as credible, the receiver may be annoyed by the feedback.  A friend just told me a story about offering golfing tips and advice to a beginner when she was struggling to hit the ball.  I asked the obvious question, “Did she ask for help?”  The answer was no.  Then I asked the next question, “Did you ask her if she wanted help?”  Again, the answer was no.  In that situation, it is very likely that the receiver was annoyed by the feedback that she received and she probably went straight to the rejection phase.

R:  Rejection.

It is human nature to want to reject the feedback that you receive, especially when you may feel that it is a personal attack.  How long people stay in the rejection phase is variable.  For some, it may just require a few hours or days to process the feedback and move to the acceptance phase.  For others, it may require receiving the same feedback from multiple sources or multiple occasions before they decide to accept it.

A:  Acceptance.

Finally, after having some time to process the feedback, most people are able to accept the feedback and choose how to modify or enhance their behavior accordingly.  The only exception to this rule is a fatal flaw.  Fatal flaws are either innate personality related issues or values/behaviors that we are personally unwilling to modify or change regardless of the feedback that we hear from others.  For example, if you are an introverted individual and you receive feedback that you need to be more extroverted, it is unlikely that you will be able to successfully make that change.

H:  Help.

And sometimes, Sarah spells her name with an “H”.  Once you have accepted the feedback and made the decision to change, there may be times when you need to ask for help.  This could be the case in the workplace or in your personal life.  If you are committed to making a change, asking for help can go a long ways towards accomplishing your goal.  Not only does it help hold yourself accountable for the change, but it demonstrates to others around you that you are committed to the change.

In an upcoming blog article, we will discuss how not to accept feedback as well.

If you find this information valuable, you may also enjoy Skywalk Group’s Leadership & Development Public Workshops.  In addition to learning how to provide performance feedback, participants learn how to be an effective leader, improve their communication skills, and set goals and hold team members accountable for their performance.

Did you miss last week’s article?  Read How to Provide Feedback to Employees (Or Anyone Else) now.

There are a lot of reasons for this.  Time.  Schedules.  Fear.  Inability.

Using this feedback model can dramatically improve the feedback process.   It will improve workplace productivity and the morale of your team.  It will even help build your credibility as an organizational leader.  But don’t stop at the office.  This same model can be used at home and with friends too!

The Feedback Model

Ask for permission.

This is meant literally.  Ex.  “Susan, can I give you some feedback right now?”  Asking this allows Susan to opt out of receiving the feedback at that particular time.  She may be having a bad day, in a hurry to a next appointment, or focused on something else at the time.  This doesn’t mean that she can avoid getting the feedback indefinitely.  If her answer is no, then you just say that you will be sending her a meeting invitation for some time that week to discuss the feedback with her.

Ask for the team member’s evaluation.   Then give your evaluation of performance.

The important part here is to ask for their evaluation first.  This is important for two reasons:

1. It allows you to gain insights into how the employee thinks they are doing.
2. Generally, people tend to be harder on themselves so getting them to think about the topic of discussion may be all you have to do.

Identify what will help maintain or improve performance.

Again, the strategy here is to ask the team member for their suggestions first.  And then agree or add your suggestions to that.  What you want to avoid is the perception that you are forcing your ideas on them.  Let them own their own problems and solutions.

Agree on a plan.

Communication is good.  Action is better.  A game plan is a must if you are truly seeking a change in behavior.

Get commitment and set up a time to review progress.

This is an important piece of the puzzle.  Both parties have to know and understand that they are committed to the change.  Setting up a time to review progress keeps people focused and is a positive way to demonstrate commitment to the process.

Stay tuned! The next blog article will focus on how you can get better at accepting feedback, regardless of what your role is in the organization.

Two heads are better than one.

You know all the sayings and probably even believe them.  But another reminder is a good thing, right?

This blog article is just that.  A reminder to everyone about the power of collaboration (aka team work).

Collaboration Story #1:  Goal Setting and Team Work

This summer, the Organizational Effectiveness team at Skywalk Group had a blog writing contest.  The contest included individual and group goals.  By effectively working together to assist each other in promoting blog articles, the team quickly reached their group goal.  In fact, the group did such a great job that they have more than doubled their original group goal over the course of the summer.

This story shows how beneficial goal setting can be for organizations.  Not only did working as a team toward an established goal bring the group closer together as a team, but it also has proved to be extremely valuable in increasing blog readership.  It’s a win-win!

Collaboration Story #2:  It Takes a Village to Raise a Child

Until having children of my own, I never realized how true this statement is.  This semester, I started teaching a class at the University of Iowa called Individuals, Teams, and Organizations.   So far, I love the opportunity but it has created some new challenges in my personal life.  Luckily, I have fantastic friends and neighbors who are willing to help out.  Without them, I am pretty sure my children would be sitting at home watching TV and playing video games instead of getting to and from school and having Nerf gun wars.

The point of this story is that most people are willing to help you out when you need it.  You just have to ask.  For many of us, that is the biggest hurdle:  admitting when we need help.  This is one example where without the help of friends, I would have had to pass on an opportunity.  And for that (THEM), I am grateful!

Collaboration Story #3:  Sometimes it Takes a Village to Work with a Client

Skywalk Group is a professional services organization that focuses on human resources, recruiting, and organizational development & training.  In each of the focus areas, there are functional experts that work with our clients.  On many occasions, we may start working with a company in one service area and soon end up having an expert from each area working with that one client.

It could be argued that it would be more cost-effective and productive to have just one employee work with that client.  However, at Skywalk Group, we see our team as specialists who have a significant amount of experience in one area.  It may challenge us from time to time on our collaboration and communication skills but in the end, we are confident that our customers benefit more by bringing in the village.

Conclusions

1. Collaboration and team work opportunities exist every day.  You just have to take advantage of them.
2. We can all accomplish more in our lives through collaboration, in whatever form that takes.
3. You can foster team work and collaboration in your organization.  Contact the Organizational Development & Training experts at Skywalk Group to learn more.

The NLRB will make available a free, downloadable copy of the required notice on its website by November 1, 2011 to be posted by covered employers starting November 14, 2011.  Workplaces where at least 20% of employees are not proficient in English must post a translated version, also to be made available by the NLRB.  Employers must also post the notice on an intranet or an internet site if personnel rules and policies are customarily posted there.

For more information on the required posting, please visit the NLRB website at www.nlrb.gov.  Learn more about the NLRA and its impact on your business by contacting one of Skywalk Group’s HR Consultants.

Benefits constitute up to 30-40% of an employee’s total compensation.  Unfortunately, many employees mentally formulate an imbalance in their compensation package by maximize the value of their base salary while minimizing the value of all the other benefits offered.  Why should employers care?  If the goal is to recruit and retain top talent, creating awareness for the entire compensation package and its true value rectifies that imbalance and increases the overall appreciation for the entire package.

A benefit communication strategy should respond to four basic communication opportunities:

1. Recruiting

Start communication early.  Educate candidates on everything that is offered.  A benefit summary is a great tool, but don’t stop there.  Show candidates that the organization values the benefits offered by discussing the details during the interview process.  If it’s worth an interviewer’s time before the candidate has accepted an offer, they’ll know it is important once they become an employee.

2. Orientation

If benefits are communicated well during the recruiting process, the orientation becomes a simplified review of what’s been previously discussed.  Because new employees are drowned in a sea of information, assume they’ll retain 10% of what is communicated on the first day.  Keep communication simple, relevant to immediate needs, and write down contact information for an internal contact who can answer questions once the employee surfaces for air.

3.  Annual Enrollment

With a non-existent communication strategy, annual enrollment meetings become a vomit session.  Too much is communicated, forcing employees to wade through non-relevant information to make critical decisions.  Communication during these meetings should be focused, easy to understand, and personalized so the employee can make educated decisions to appropriately respond to upcoming changes.

4. Ongoing Communication

Recognizing 10% of what was communicated on day one will be retained and annual enrollment meetings should be focused, a year-round communication strategy is the critical. Spread the bulk of benefit communication evenly throughout the year. Utilize timely, simple, yet creative, communication avenues at regular intervals to keep employees informed.

Ultimately, an effective benefit communication strategy doesn’t require re-inventing the wheel.  Simply spreading communication throughout the employment life cycle is an effective way to see immediate results.

Learn more about how Skywalk Group’s HR Consulting team can assist you with your human resources and/or benefit programs.

One of my favorite stories involves Michelangelo.  My friends and co-workers know it well.  As the legend goes, a prince came to visit the artist in his studio and found him staring at an 18-foot block of marble.  The prince knew then that the rumors were true.  Word had been traveling throughout the land that Michelangelo had come in every day for the past four months, stared at that block of marble for hours and then would go home to have his dinner.  The prince asked him what he was doing and Michelangelo whispered, “sto lavorando”.  “I’m working”.  Three years later, that block of marble was the statue of David.

Unfortunately we’ve lost the connection between quiet time and productive time.  We’ve misinterpreted signals in our environment and now believe that you have to be busy, doing something, all day, or else we are not accomplishing anything. Poets, artists, and musicians know this intuitively.  Important work happens in your head before it manifests itself in your hands.  Now it’s time to bring that to the business world.  Ask yourself this question.  When was the last time you saw one of your employees reading a book?  Staring out the window? Sitting quietly without typing something?  Now ask a harder question.  If you saw any of those things happening, would you be OK with it?

Meanwhile, back at the office

A few months ago we outgrew our space and needed to expand.  We refinished a 3rd floor space in our office building.  The largest office in the space is a corner office filled with windows.  I had a vision for that office and my team embraced it.  I didn’t want it to be an office.  I didn’t want it to be a conference room.  I wanted a space for that quiet contemplation we’ve been talking about.  So we designed a collaboration room.  No tables anywhere in the room.  Just comfortable furniture, a stereo, a stack of records, 8-track tapes, an iPod connection, and a white board for sketching out ideas.  Make no mistake.  This is not a lounge space.  It’s a work space.  And there are a lot of important decisions made and problems solved while sitting around in this space.  In fact, there are mornings where the whole team gathers and works quietly, but among each other.  Knowing that if you need an idea, or a sounding board, it’s probably less than 4 feet away from you.

I know this exact setup doesn’t work in every environment, but for the work we do, it does.  The important message is that regardless of the work you do, or the environment, you have to find time to sit quietly and think.  If you are a manager, you have to find opportunities to allow for that thinking to occur.  It will make your team and your organization more productive.

That’s it for now.  I’m going to get lost in The Grateful Dead: Dick’s Picks Volume 18 and go back to thinking.