Recognition Goes Mobile

30 Jan

“There’s an app for that” has become a running joke in our family. My wife will register a complaint about something or express some unmet need, and my frequent response has been to check the App Store to see if there’s any help.

And when it comes to recognizing employees, mobile apps may help meet a significant need.

I’ m sure there are a number of these out there, but here are two examples I’ve found. The first is from AstraZeneca, who has developed an app folks at their company can use.

But another, from www.biworldwide.com , is open to the public and free for all of us to use. It has plenty of standard options for sending a note of thanks or appreciation, and you can also create your own. I already have one executive using the app where he works, as he has employees across the country but who can be easily reached via their mobile device.

To be sure, no app will solve the problem that too many good employees go unrecognized and unappreciated, and that our business performance suffers as a result. But these handy tools will make it easier for folks to catch employees making a difference and contributing in meaningful ways.

Kiss My Kettlebells: Examining Corporate (And Our Own) Wellness, Part Two

6 Nov

As I mentioned in my last post, I had the great pleasure of facilitating a discussion at the second annual HR Reinvention Experiment. My talk was entitled “Kiss My Kettlebells: Examining Corporate Wellness”.

As I mentioned in my first post about the workshop, we spent time talking about our own journey in wellness. I am convinced we can more effectively assist others in their wellness journey if we are actively involved in our own.

In the second part of the workshop, we looked at the elements that make up successful wellness programs. For this section I cited information I heard earlier in their from Dr. William Baun, who heads the wellness effort at the MD Anderson Cancer Center. I had the pleasure of hearing him speak at the first annual Well Being Conference held in my hometown of Omaha. Bill and his colleagues authored a terrific article in the Harvard Business Review (this link will show you the first page or so of the article, but you will need a subscription to read the entire article, which I strongly encourage) that identified six elements that are common to some of the best corporate wellness programs in the country. They are:

  1. Multilevel Leadership, passionate leaders at all levels,
  2. Alignment, where wellness is a natural extension of the firm’s identify and aspirations,
  3. Scope, Relevance and Quality, where wellness meets the unique needs of various employees,
  4. Accessibility, so there is convenience to wellness resources,
  5. Partnerships, that are both internal and external to the organization, and
  6. Communications, that helps overcome apathy and can address sensitivities people may have about their wellness journey.
We had a terrific discussion about these elements, something I strongly encourage you to do where you work. Get a conversation going with key stakeholders to determine where you believe you have strength in these six elements, and where you may also have some gaps. Doing so will help you know where you’re at and what steps need to be taken to move your wellness effort forward.
One of our participants talked about how reviewing these elements helped her rethink her approach to wellness. “We’ve been doing some things here and there, but we don’t have a plan and a design of how this is going to help our company be a better place to work. It’s time to get that discussion going.” That kind of honesty and spirit will make a difference!

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Kiss My Kettlebells: Examining Corporate (And Our Own) Wellness, Part One

1 Nov

I had the great pleasure of presenting “Kiss My Kettlebells: Examining Corporate Wellness” at the second annual HR Reinvention Experiment, held last week at the Hot Shops Art Center in Omaha, Nebraska.

What a great discussion!

To give you a sense of our conversation, I first asked participants to explore their own wellness journey, a conversation that isn’t always made and frequently no easy. But I would contend that we will only be able to influence others in wellness if they believe we are active wellness participants– we simply need to be on that journey. If not, we risk looking like hypocrites.

For this exercise I asked them to think about where they were in seven key wellness categories. These seven categories were identified by Dr. Jerry Wagner, who was kind enough to offer them as a resource. You can find out more about them at his web site called Employee Wellness Collaborative.

I appreciated the honesty of the participants regarding where they were on the journey. One person talked about how they were working to improve their financial wellness, an often overlooked but increasingly important wellness category. Our more challenging economic times have certainly put more stress on employees regarding their financial wellness. It was encouraging to hear one participant talk about the financial education programs they have offered their employees, and how that has improved morale and productivity. It’s clear providing resources in areas such as financial wellness will be more important for more employers.

Another participant talked about her challenges regarding career wellness. She has recently completed additional higher education, and is hoping to grow in her current employer. As she was sharing tears welled in her eyes as she discussed her goals and dreams. We have people working with us right now who are also feeling strong emotions about where they are on their wellness journey, and we will gain more productive, committed employees if we can help them achieve their wellness goals.

And what about yours truly? Several months ago I was given some sobering information about those annoying scores like cholesterol and blood pressure. They shook me up a bit, and by good fortune I was given the opportunity to participate in a corporate wellness program that featured these lovely little devices called kettlebells. Several months later I’m in far better shape, and am healthier than I’ve been in years. I told my wife she’s just going to have to figure out another way to get rid of me! In truth, I feel much better, and am glad I’ve gotten a little further along the wellness path.

How about you?

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Saving One Star Fish: Employing the Disabled

27 Oct

I have the pleasure of being part of a Rotary Club in Omaha, Nebraska. For the last several years we’ve had an annual award we call the “Able Workplace”, which recognizes employers that are doing an effective job of hiring individuals with disabilites. We started the award to shed light on a significant problem– the unemployment and underemployment of persons with disabilities.

Truth be said, as a society we do a rather terrible job of including the disabled in the workplace. According to a  study released this summer, the unemployment and underemployment of individuals with disabilities is 80% higher than the rest of the population.

Shameful.

To address this, we thought it would be worthwhile to highlight companies that are doing a good job of bringing the disabled into their place of work. We thought if we could shed some light on these companies that we could learn from them and perhaps inspire other companies.

This year we recongized a company that had hired a young man who has been diagnosed on the autism spectrum. He likes to work with computers, and the social services agency that has been working with him thought he might work out doing data entry for this company.

He initally failed the typing test they require, but he was pretty close to passing, so the supervisor invited him to come back the next week. He passed the second time and was employed.

It’s worked out wonderfully.

A couple of things worth noting. This young man, previous to being employed with this company, didn’t have a job and had been languishing at home. What was waste, that a person who could meaningfully contribute was sitting at home for months.

The other thing of note was the company president, when being notified about this recognition from our club for working with this young man, didn’t even know he had a disability! He said to me: “I’ve met him a few times in the hallway and break room, and he just seemed like everyone else around here”.

Just like everyone else.

Yes, folks with disabilities may be a bit different, but they probably have more in common with the rest of us than we realize. Just like us, they want meaningful work that adds value to their employer. They want to be paid fairly for their labor.

They want a chance.

There’s a story about a young girl on a beach throwing starfish back in the ocean. They’ll die if they aren’t returned to the ocean, and the beach is littered with them. A man walking by sees the girl. He asks her: “There are so many star fish. How can you expect to make a difference?” She picked up another star fish, threw it back in the ocean and turned to him and said: “I made a difference for that one.”

None of us can help everyone who is disabled find meaningful employment. But the company we honored this week made a difference for one person. For one good person who just needed a opportunity to show their talents.

Who else out there is ready to make a difference for one “star fish”?

(photo courtesy of stock.exchng)

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Batting Practice at the Secret Park

5 Oct

My knee hurt, and I didn’t want to go.

But Jacob was determined to get in some batting practice, so we walked to the park where I would dutifully pitch and he would hit.

My knee was throbbing, but I knew this was important to him. He had requested my participation the day before, but the rain had kept us inside. I probably should have found more comfortable shoes for this outing but I was too lazy to trek upstairs, and I muttered to myself that I would have to bear this discomfort so number-one-son could enjoy batting practice.

“Number one son”.

So much can be wrapped up in this notion—you have a son in whom you place so many dreams and hopes.

We play at the “Secret Park”.

It’s not really secret, but it’s a park that is in an out-of-the-way area that doesn’t get much use, so we christened it such. My favorite part of batting practice at the Secret Park is we play in the middle of a grove of oak trees. I position myself so two of the larger trees are a few yards behind me, acting as center and right fielders, knocking down a few of Jacob’s fly balls in mid-air and reducing my retrieval time. I call these grand oaks the “Say Hey” and “Roberto” trees, after my idols Willie Mays and Roberto Clemente. Being October in Nebraska, Say Hey and Roberto have fewer leaves, so balls often steal through their branches. They will improve their fielding percentage as spring returns.

Darn, “Say Hey” missed another one. “Nice hit,” I say, as I turn and trot after it. My knee is really going to be sore by the end of this.

At the Secret Park, Jacob is completely in his element. He is at peace.

Time stops for him.

All that counts is that he has a bat in his hand and his father is pitching. He loves to hit a baseball, and is actually quite adept at the task. I pitch it high, I pitch it low, or I take a little speed off. No matter, he makes contact.

Other intricacies of baseball—when to hit and run, the suicide squeeze, the double switch, a balk–are not things he comprehends. Jacob will never share my love of baseball strategy. He won’t pore over the box scores or the statistics of his favorite players the way my dad and I did. But tonight, the reasons why father and son love baseball don’t matter.

It is a picturesque night. It’s cool, and the flush of my face feels good. Not a whiff of wind. I wiggle my knee. No pain.

Jacob calls for another pitch.

A mom and dad stroll by with two toddlers in tow, stopping to watch Jacob’s hitting exhibition. They don’t know he has this severe disability called autism. They just see a kid having fun with his old man– dad pitching and son hitting. I wonder what kinds of dreams they have for their child, what hopes they harbor. I wonder what they would be thinking about the future of their child if they knew about their baby what I know about our son. They pass. Jacob turns toward me and puts his bat at the ready.

I’ll try to remember everything about this night, the grass still green before the coming winter, the pale blue sky, the joy in Jacob’s eyes. There are going to be times, probably very soon, that will be difficult, when life with our son will be much harder, when his disability will overwhelm him and our family, when this world of ours will not be welcoming or gracious to folks like our Jacob.

But tonight, we’re taking batting practice at the Secret Park, and it is enough.

(Photo courtesy of Stock.xchang)

On Costco’s Mr. Sinegal

5 Sep

It’s nice when you and your spouse can enjoy the same things. In our case, my wife and I like Costco. In truth, we love Costco, but for slightly different reasons.

Nancy loves Costco for the great deals and friendly service. I’m certain Omaha’s management worries when they don’t see her for a few days, as store sales certainly slump!

I love Costco because they are a great employer who has proven you can treat employees with dignity, provide them a living wage, and still make money. I’ve been a fan of their long-time CEO Jim Sinegal, who just announced his retirement.

Mr. Sinegal has often been chided by outsiders who don’t understand Costcos’ unique culture and approach to leadership. Here was one of Mr. Senegal’s “crazy” ideas: instead of treating employees like crap like (insert name of many major retailers) who churn and burn through employees, how about hiring good people, training them and provide them a decent wage and benefits? Yes, Costco’s labor costs might be higher than peer employers, but their turnover is significant lower and customer satisfaction is higher. Companies throw away millions of dollars each year by having a revolving door of employees. I think the investment in Costco employees pays off in spades.

Please take the time to read the entire article at the Washington Post by Jena McGregor– it’s terrific. Here’s but one of the many stories about how Mr. Sinegal has led Costco with integrity, a quality often lacking in leadership today:

It’s not just that Sinegal is generous with his employees; he also leads with an integrity that few CEOs can rival. Consider this story Galanti told me in 2008. Back in 2003, Costco, which hadn’t raised its health care premiums to employees for nine years, said it was going to miss its earnings estimate due to rising costs, part of those being healthcare. For several years, Galanti and the company’s head of human resources had been pestering Sinegal about raising premiums, but Sinegal was adamantly against it. Finally, Sinegal agreed, but he wanted to keep it simple, with no fancy formulas for determining premiums and no glossy brochures to explain the increase. Instead, he would write a letter, in which he promised employees they wouldn’t pay more than 10 percent of the overall cost.

Fast forward a few years, Galanti told me at the time, and “lo and behold, with the changes, with all the actuarial estimates, with all the things like employees [making] smarter purchases,” employees were paying a little more than the 10 percent. Most CEOs, of course, would have welcomed the cost savings, pocketing the difference and staying mum about something most employees would never have known. But upon hearing this, Galanti told me, Sinegal wanted to pay employees back. To do so, he gave each employee an added bit of stock in their 401(k)s in 2008.

Thank you, Mr. Sinegal, for providing leadership that should be admired and studied. We’re big fans in the Hirschfeld family.

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What The Janitor Can Tell You About Your Culture

29 Aug

An executive in a professional services firm, known and recognized widely as an engaging, productive workplace, was working late at his office. Most folks had gone home for the night, but he stayed to finish an important report.

As he was packing his briefcase to leave he met the man who was contracted to clean the offices in the evening. The executive had met him before, and he stopped for some small talk.

As their conversation was ending, the janitor said: “People must really like working here”.

“What makes you say that”, inquired the executive.

“That’s easy”, said the janitor.  ”People who work here take care of things and treat the building and equipment with respect. They pick up after themselves. At other companies where I work stuff is trashed and broken. They don’t care about the place like employees here. It seems to me if you like where you work you care more about how the place looks. You’re more responsible.”

He’s right. There’s plenty of research out there to support this idea, such as more engaged manufacturing facilities having less equipment problems because employees take better care of them, or more engaged retail establishments having less “shrinkage”, which is our politically correct euphemism for employee theft. We talk about this linkage of employee engagement and key business outcomes in chapter one of Re-Engage.

How we treat employees and what we do to develop a culture that engages our associates can ripple, felt by our employees and those with whom we interact beyond our payroll-customers, vendors and even outside contractors like the janitor.

Want to know whether your workplace is engaged? Ask your janitor.

(Photo courtesty of http://www.sxc.hu/photo/743360)

Disability Doesn’t Mean Inability—Paul’s Story

18 Aug

In junior high I spent many a Saturday morning in a bowling league at our local alley. On the lanes adjacent to our league was a league for individuals with disabilities. They were a generally likable bunch. We often said our hellos and cheered for each other when someone did well. They also were kind in consoling me when I threw yet another embarrassing gutter ball.

One of the regulars in that bowling league was Paul. I don’t believe Paul could keep score in bowling, could hold a conversation beyond a few basic words, or read the sentence I’m writing. Paul had a profound cognitive disability.

But there is one thing I can attest to about Paul—he was a extraordinary bowler.

Paul was a delight to watch. His approach to the pins was graceful and smooth, and the ball seemed to explode out of his hand toward its target. When his ball hit the pins there was a deafening sound, a shatter, which echoed through the whole place. It seemed like the pins knew better than resist, and went scurrying to the gutter.

One Saturday Paul was really “on a roll”. He bowled one strike, then another, yet another, and then another. I noticed several people watching this display. Nobody cared Paul had a disability. What counted was that Paul could take up a bowling ball and perform a difficult task, and do so with excellence. And his audience found it worth their time to watch his handiwork.

I’m grateful for folks in that league. And I’m particularly grateful for Paul, because he taught me an exceptionally important lesson—disability doesn’t mean inability.

Yes, Paul was disabled. But he also had a talent.

He could bowl, could do so superbly, better than most. And I’d bet there are other things Paul could do. I’d wager each of the members of that league had some skill or ability that could be put to good use.

I think of Paul as we struggle to hire individuals with disabilities. The unemployment and underemployment of persons with disabilities is staggeringly high, several times the rate of the so-called able-bodied population. And according to government statistics this community has been penalized even more in the recession, losing jobs at a higher rate and when employed at a far lower wage.

I wonder if one of the problems we have in hiring people like Paul is because we only see disability; we don’t look for or see the talents or skills or potential that may be there.

We only see what the Paul’s of the world can’t do, versus what they can do.

A car dealership I know hired a young man who is on the autism spectrum. As is the case with many individuals with this disability, he was a compulsive type, who liked things neat and orderly and clean. The dealership trained him to be a detailer, preparing cars for customers. After a few weeks on the job his manager remarked: “He’s the best detailer we’ve ever had. Customers love how he takes care of their car.”

Another company I know has been hiring disabled employees for years. Compared to peer groups this cohort of disabled employees  stay longer, are absent less, and even use less health benefits.  And the cost, on average, to make “reasonable accommodations” so these employees can be successful contributors? About a hundred bucks.

Kudos to these employers.

They look beyond disability and see an opportunity where good people can contribute, can add value, and like my bowling pal Paul, can do something very, very well. I’d bet there are many more opportunities for employers to secure the talents of folks who may be disabled, but who can, like Paul, bowl a perfect game.

Leigh Branham on why good employees leave

25 Jul

My colleague and friend Leigh Branham has reported his latest findings on why good employees leave. The full report can be found today at our web site Re-EngageBook.com.

The summary clearly shows that the vast majority of employee turnover is largely within the control of company leadership and direct line supervisor. Leigh summarizes the study:

  • Most Turnover is Avoidable. The vast majority of respondents–94%– report leaving for push reasons than for pull reasons–only 6%. These percentages are almost exactly the same as those reported in my analysis of post-exit data from the Saratoga Institute in The 7 Hidden Reasons Employees Leave (AMACOM, 2005). These more recent findings add still more evidence that most turnover is at least potentially preventable if there is a commitment to re-engage and keep the individual. Of course, we may not care to avoid some turnover, though it may be avoidable.
  • Trust in Senior Leaders: The #1 Reason…But Why? The most-cited reason for leaving was lack of trust in senior leaders. This may surprise some and certainly runs counter to conventional wisdom that employees leave managers–usually interpreted as one’s immediate boss. However, this finding confirms the conclusion Mark Hirschfeld and I presented in our analysis of 2.1 million engagement surveys from 10,000 employers, as described in Re-Engage (McGraw-Hill, 2010)–that caring, competent, and trustworthy senior leadership is the number one driver of employee engagement. We believe this may be related to the events of the past 10 years–the fall from grace of many CEO found guilty of malfeasance, reports of disproportionate CEO compensation, and the greed of Wall Street senior executives before and after the financial collapse of 2008. CEOs, who were considered innocent until proven guilty, are now considered by many guilty until proven innocent. This generalized distrust may be having a dual and counterintuitive effect–increasing employee cynicism while at the same time raising expectations of CEO behavior at our own employers.
  • Pay is A Significant Push Factor For Some. Insufficient pay was the second most-cited reason for leaving and continues to be a “dissatisfier” that causes some employees to move on. Actually, as you may have noticed, three of the 39 reasons are pay-related. When we add reasons #17 (Pay not based on performance) and #19 (Unfair pay practices), the percentage that selected pay-related reasons becomes 10.4%, still second to senior leadership, but a significant root cause for many. Note that reasons #17 and #19 have more to do with dissatisfaction with the way pay is determined, not the amount of pay per se–an important distinction.  Keep in mind also that respondents were asked to cite up to five reasons for leaving, so that pay may not be the number one reason, but one among a handful of others.
  • Leaders and Managers Can Prevent the Push Factors. Reason #3–Unhealthy/undesirable culture–is mostly influenced by the values, mindsets, and standards of senior leaders, but also by managers who must be counted on to uphold the cultural values and people practices. Most of the remaining push factors in the list can be influenced and prevented by the actions of both senior leaders, managers, and supervisors. “Lack of work/life balance”, for example, is influenced by staffing/budget decisions and work/life policies made at the most senior levels, but also by the daily decisions of direct managers about granting time off to care for sick children and family emergencies, etc.

For additional information, please check out Leigh’s web site: Keeping The People.

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Culture Clash

6 Jul

I had the pleasure of co-authoring an article with Rob Moss on the importance of paying attention to differences in culture between two organizations that are considering a merger or integration. The article appears in hfm magazine, a publication of the HealthCare Financial Management Association.

Here’s a link to the entire article, entitled Culture Clash.

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