If You Have to Use Metrics…

Earlier this year I wrote an article “Are Metrics Killing Morale?” in which I challenged the benefits of (often blind) information gathering and took to task the greater importance of communicating openly and having reciprocal trust with employees.  While I remain firm in that opinion, I also recognize that there are reasons to collect data.  When that is the case, the human element must still be considered.  So the focus needs to turn toward strategies which produce the most value, with the fewest drawbacks.

Metrics are utilized for the purpose of improving business operations or output.  They may be intended to enhance customer service, manage productivity, or boost profitability.  While the purpose is clear, the challenge remains:  The act of collecting metrics can affect morale, and undermine an otherwise functional work environment.

Following are suggestions for engaging in the collection of metrics in a thoughtful and collaborative manner – one in which employee input and buy-in occur at the onset. 

1.    State your core goal – Do you want to improve profitability?  Increase customer satisfaction?  Reduce theft?  Make your purpose clear to all those who will be affected by any changes.  Telling them your purpose allows you to begin building buy-in before you begin implementing ideas.

2.    Share ideas - Most likely your Executive team has already considered several ideas for progressing toward the core goal.   Before making/or furthering an investment in technology or software, share these ideas with the employees who will be affected.  Their intimate knowledge of the company, clients, and processes may yield invaluable information or ideas.  

3.    Involve staff - Ask the employees who will be utilizing or implementing tracking activities to critique the ideas brought forth.  Will the goal be attained?  What won’t work?  What problems have been missed?  Is there anything inherently wrong with the methodology?  Have staff suggest alternate solutions.  Encourage them to brainstorm ideas or propose changes that will attain the desired goal.

4.    Build consensus – Once ideas have been heard, and a plan is in place, it’s time to sell the idea to your staff.  This is an internal marketing moment, because change is hard and you need commitment and buy-in from a majority of your staff if you want the project to be successful.   Be sure to openly communicate details including: Who will be involved?  What will be required? Where will the information go?  How will it be used?  How long will the metrics/tracking last? And be ready to defend the “Why?” for all of those questions.  Be prepared to answer their questions and to “sell” the projected plan.

5.    Begin slowly – Executing a project that transforms your business in terms of large goals like customer satisfaction or productivity takes time to succeed.  Rather than moving at full force from day 1, consider having a pilot group that begins the process.  Depending on your circumstances, you may want this group to be from one department, or you may prefer a diverse group test it out.  

6.    Be Nimble - As you begin to undertake a plan for change, problems are likely to surface or unforeseen issues arise.  Be ready to make changes to the plan as needs suggest, and communicate any change, and the reasons behind them, to your staff.  

7.    Share results – At pre-determined intervals, (ie. 90 days, 6 mos., 1 year) let staff know how the project is going.  Has the data collected been valuable for illuminating the needs/problems?  Is it assisting us in reaching our goal?  What changes will be made as a result of the information we have acquired?

By engaging with staff before, during, and after the process has begun, you establish both a collaborative partnership built on trust and communication, as well as a shared commitment to the success of the organization. 

Top 5 Situations where Intervention is Necessary

As a business owner or Human Resources professional, you're aware of employee tensions and occasional outbursts of anger or frustration. They're common to the workplace. And things usually settle down in a day or two. But sometimes they don't. Sometimes things get worse, or even spiral unexpectedly out of control. How can you know which conflicts need your involvement and which can be allowed to resolve themselves?

As a Conflict Resolution professional, I hear these questions often. Here are the Top 5 Situations where Intervention is Necessary, along with my rationale for why it is time to step in.

1. Repeat Complaints
As the most common problem requiring intervention, repeat complaints are also the one most likely to be ignored or given a low level of attention. Why? Complaints between employees are often chalked up to personality differences or viewed as minor or commonplace. Repeat complainers may even become branded as being the problem itself.
The reality: Repeat complaints signal a level of urgency. When a number of people share the complaint, the problem is widespread. If one person is complaining, and running the risk of being labeled as a result, the problem is most likely unbearable for them. In either event, keep in mind that when you hear a complaint, you're only hearing about the tip of the iceberg. There is always more that lies beneath the surface - and you need to find out more.

2. Frequent or Unexpected Turnover or Transfer Requests
While turnover issues get noticed, it's typically because the focus shifts to replacing the lost or transferred individuals. HR or Management may rationalize the reasons for such departures, or (if the employees are not of particular value to the company) they may be unconcerned about the staffing changes. But the key words here are "frequent or unexpected". Turnover and transfer requests are usually precipitated by problems or dysfunction within the department or team from which they are occurring.
Waiting to step in and address such issues sends an unfortunate message that either HR/Management doesn't recognize the problem, doesn't know what to do about the problem, or simply doesn't care that the problem exists. In any event, the problem will snowball and more staff will leave, including those you can't afford to lose.

3. Legal Concerns
Let's say you learn through the grapevine that an employee is making general threats of legal action. Or, you hear words like "hostile work environment" or "harassment" floating among certain groups. Unfortunately, HR or Management frequently start their efforts to address this issue by getting in touch with their legal adviser, focusing on their departments' record-keeping, and ensuring that all requisite training programs, like sexual harassment training, are up to date and documented.
Reasons for this point of focus range from disbelief that the problem or threat is significant, concern that addressing the issue will make things worse, or wanting to wait until the affected person approaches or informs them directly. Unfortunately, I see these asr duck and cover efforts.  They are not focused on resolving the problem, but on insulating the company from further damage.
The problem is that time is being wasted. If the issue is minor, there is no need to perform an audit of all record-keeping; if instead the issue is serious - any delay means you are losing the opportunity to minimize damages or nip the potential problem in the bud.

4. Arguments or Tensions are Intensifying or Never-Ending
Sometimes HR or Management is aware of a problem, but no one has asked for help and there are no concerns about bullying, harassment, or other workplace violations. The problem is simply chalked up to a "personality difference" between employees. Due to limited time and resources, such problems are often given little, if any, attention. However, when these conflicts intensify or are long-lasting it is no longer appropriate for helpers to remain on the sidelines. Whether there are complaints or not, such tensions will lead to problems with morale, increases in turnover and absenteeism, and possibly even lead to workplace violence. Further, the longer these problems fester, the worse it will get. While there is no line in the sand to say when it is time to step in based on time or intensity of the problem, it is imperative that you keep such issues on your radar, and have a plan for addressing them.

5. Tensions among Top-level Staff
Human Resource professionals and mid-level management often hit a brick wall when there are tensions or problems among top-level staff. They often see the issue or feel the impact, but are unable to create change or resolve the issue. Why? Trying to help those in a position of power above you creates its own strife. Add to that the limited authority HR often holds, and the confined level of trust or respect they typically enjoy when it comes to working with the C-suite executives and owners. It's a near impossible situation to contend with. HR may want to help, but are limited and/or fearful of doing so. Regardless of these limitations, it's not OK to wait. Expecting things to blow-over is a fallacy. Chances are that by the time HR has becomes aware of problems at the top, things have already deteriorated. And while things may go into temporary remission, most likely because of the recent exposure to HR or other staff members, anger and grudges do not go away because we ignore them. They fester, grow, and become more explosive and damaging over time. Problems at the top are like an avalanche, and can easily destroy all that lies beneath them.

If you recognize that intervention is needed for these or other reasons, please contact us to discuss how we might help you address these challenging situations.

Top 5 Warning Signs Conflict in the Workplace NEEDS to be Addressed

Whether it’s 1:1 or a full team that is affected, workplace friction creates a drain on business as it lowers productivity, lessens commitment to the company, and ultimately leads to costly turnover. Here are the Top 5 warning signs that conflict or problems in the workplace NEED to be addressed:

1. Staff gossip and complaints – When these behaviors are on the increase take note. Gripes and complaints become exponentially damaging as staff jumps on board in support of each others issues and concerns.

2. Morale is low – A lack of effort at work, tardiness, absenteeism and problems with cooperation and teamwork are common signs of lowered morale. When morale drops, staff isn’t committed to doing the job well, they’re just collecting a pay check.

3. Client complaints – No one wants to lose a good client, but a good employee can be even more expensive (or impossible if it’s a partner, etc.) to replace. Common mistake here include allowing one or the other to go, or focusing only on the symptoms, such as a failure to return calls.

4. Reluctance to contribute – When staff don’t contribute during meetings it’s a clear sign that they lack the personal investment, trust in leadership or both in working at the company.

5. Staff Request for Help – This obvious sign of a problem is unfortunately often ignored. All too often managers, and sometimes HR, offer a band-aid of a solution, or redirect an employee to ignore an issue or find a way of solving it themselves. Ignoring the obvious, that it’s probably beyond the skill or comfort level of this employee to handle the problem alone, this sends a very negative message to that staff member about his value in the company.

Preventing Panic in the Workplace

Has the chaos of this economic climate proliferated into your work place? Employees and staff at all levels are experiencing financial panic in conjunction with the unrest on Wall Street and a sense of foreboding about an uncertain political and economic future. These legitimate concerns bring fear and confusion into our personal lives, and lead to issues of lowered morale and productivity in the business world. How can you help your staff put in their best efforts at work when they’re worried about layoffs, house payments, fuel costs, and inflation?

1. Talk to your employees– Communicate with staff about the impact of the current economic issues on your company and on their jobs. While this may sound dangerous, keep in mind that fear is far more damaging than knowledge. Fear immobilizes, while knowledge activates us. If layoffs are inevitable, let your staff know how deep the cuts will be. If cut-backs or staff reductions are only possible, let them know what needs to happen to prevent that outcome.

2. Get them involved – Once staff is aware of the problems that lie ahead, engage them in finding solutions. Some staff may wish to create a think-tank or team to brainstorm solutions; Shy contributors may benefit from an “open-door” policy allowing them to contribute ideas by approaching management/owners directly. By creating an arena for employee input, you also provide them with some control over the outcome.

3. Provide incentives – Perhaps productivity has diminished as gossip, worry, and complaints have infiltrated your business. While you can’t remove employee’s economic concerns, you can motivate them to work harder. Try using incentives that address their concerns. A $100 gas card or a $50 restaurant voucher has an immediate and tangible value – more so than a Starbucks gift card or a promise of an extra day’s vacation.

4. Demonstrate you care – When employees believe they’re important to the company and recognized for their efforts and commitment, they feel secure and rewarded. Demonstrating you care may be as simple as paying attention to your staff and being positive and encouraging in your conversations with them.