Is your employee handbook handy? We ask in both senses of the term: Yours should be readily available and within easy reach, but it should also be practical, relevant and, dare we suggest, fun to read. Year end is a great time to review your employee handbook to make sure it meets these criteria. You can look back over the preceding 12 months and consider whether and how your handbook has served its purpose. Plus, now is a perfect time to anticipate any regulatory changes that take effect in 2016. Find the right balance Understandably, many employers view their employee handbooks as very serious documents with two primary functions:

1. To establish clear boundaries around employee behavior, and
2. To provide legal support for any adverse action the organization might need to take.

No doubt, these are perfectly valid points. But, ideally, an effective handbook will go one step further and encourage employees to feel good about working for you. It can even strengthen your recruitment efforts when job candidates read it during interview visits. The trick is to balance these two purposes — creating a handbook that’s clear about appropriate behavior and disciplinary actions, but also motivational in its enthusiasm for your organization’s mission and activities. Connect with your culture So, as you review your handbook, look carefully at whether its language really connects with your culture. Sometimes, employers will pepper their handbooks with platitudes without really considering whether these statements reflect reality. For example, if a handbook states “Quality is our most important objective,” yet employees are constantly encouraged to cut costs or work quickly— instead of adhere to quality standards — what does it say? Make sure your handbook encompasses all of your strategic objectives and explains to employees how they can appropriately work toward these goals. Another common disconnect is an employee handbook that states, “We believe in work-life balance,” yet the organization still adheres to policies such as required overtime, limited vacation time and inflexible scheduling. If you’ve revised your approach to work-life balance in recent years, make sure your handbook reflects — and proudly proclaims — the changes. Do some research If you haven’t revised your employee handbook in a long time, it may be a good idea to do some research. Explore ways to make the structure more clear, the language more interesting and the design more vibrant. By networking with others in your industry and, of course, exploring the Internet, you should be able to gather a wealth of information. A word of caution: When it comes to employee handbooks, one size doesn’t fit all. Avoid any inclination to borrow a handbook from another organization and adapt it to your needs. An appropriate tone for one type of company may be unsuitable for yours, and readers could catch on to the lack of authenticity. Apply the same caution to downloading handbook templates, or samples of handbooks, from the Internet. Although these can be interesting to look at, and there’s no harm in using them for inspiration, you can’t assume they’re accurate or comprehensive enough to truly represent your organization. Protect yourself Although making your handbook more readable and accessible is important, it’s ultimate and undeniable purpose is to protect your organization. Therefore, a critical activity every year should be to update your handbook’s contents for legal accuracy. To do so, work directly with your employment attorney to determine whether new laws or regulations have been passed that you need to address. As your attorney will probably tell you, employee handbooks (and the employment and disciplinary polices therein) must be written carefully so that you don’t paint yourself into a corner. That is, your handbook needs to include important caveats and other language stipulating that its provisions don’t represent a contract. Yet, at the same time, the handbook needs to reinforce your “at will” employment policy. These are all important issues to discuss at year end in light of legal and regulatory changes. Last, many employers today place a disclaimer in their handbooks and require employees to sign an acknowledgment that they’ve received and read it. Doing so can strengthen your position in legal challenges that may arise. Should you make substantial changes to your handbook — or even minor ones — don’t hesitate to draft a new acknowledgment for your staff to sign. Let us take a look So let’s ask again: Is your employee handbook handy? Putting it in an easily accessible place is the easy part! The tougher task is ensuring it’s readable and interesting, representative of your organization, and up to date on all the latest employment regulations and laws. Please contact us at Performance Dimensions Group for an objective look at your employee handbook. We’d be happy to provide some useful, informative feedback.

Post, Tweet, Share … Carefully Creating a sensible, defensible social media policy It’s probably safe to say that social media is no longer a “hot, new business trend.” The practice of interacting on a wide variety of platforms — including Facebook, Twitter and LinkedIn — is pretty much part and parcel of operating in most industries. So, for employers, the question is no longer “Will our employees use social media?” as much as “How will our employees use social media?” To effectively answer this question, your organization likely needs a formal social media policy. But crafting such a document — and enforcing it — is neither simple nor easy. These policies have potential pitfalls that can undermine the business value of social media and even land you in court. Identify Your Objectives The first key to establishing a sound social media policy is to identify, specifically, what you’re trying to achieve. Some typical objectives are to:

• Protect the organization should a current or former employee post content that damages its brand or reputation,
• Help current and former employees understand what they can and can’t do on social media,
• Empower employees to use social media in appropriate and even innovative ways to strengthen an organization’s brand and reputation.

Naturally, your organization’s specific objectives must suit your industry, strategic goals and culture. If you work in a highly regulated, litigious sector, you’ll need to urge employees to be particularly careful and enforce your guidelines strictly. But if your organization has a free-wheeling and dynamic culture, you might implement a policy that focuses more on encouraging social media use rather than regulating it. Learn About Compliance Creating a social media policy may seem straightforward. You put together a list of dos and don’ts, send it to your staff and get back to work. But these policies can have major legal implications. So it’s critical to know the compliance factors involved and have an attorney review your policy before you distribute it. The most widely discussed government entity regulating social media policies these days is the National Labor Relations Board (NLRB). This independent federal agency’s primary functions are to administrate and enforce the National Labor Relations Act. For many years, the NLRB’s main role was dealing with union issues. But the agency appears to be establishing a new role as a social media policy overseer. The NLRB is chiefly concerned with catching — and in some cases litigating against —employers with policies that restrict “concerted activity.” This is a legal term referring to an activity by an employee that addresses or applies to a group of employees. So, for example, if a social media policy broadly prohibits employees from discussing their compensation or lobbying for better benefits, it could land the employer in court because these are considered concerted activities. Earlier this year, the NLRB’s Office of General Counsel released an Advice Memorandum (originally dated from 2012) that provides some guidance on what types of clauses in social media policies won’t likely get employers in trouble. One example was requiring employees to include a disclaimer on social media profiles that identifies them as employees of a given organization. Such a disclaimer might read something like: “The views and opinions expressed on this account are mine alone and don’t reflect the views of my employer.” Another clause that passes muster with the NLRB is mandating that employees express themselves “in a respectful manner” on social media. The Memorandum stated that doing so wouldn’t prohibit staff from engaging in concerted activity and would be consistent with commonly accepted code of conduct clauses prohibiting threatening and profane language. Revise and Train As you write or revise your social media policy, here are two essential principles that every management team should keep in mind:

1. Be vigilant and flexible. As nice as it would be to etch a social media policy in stone and set it out for all to see, the Internet doesn’t work that way. With new technologies coming online all the time, you’ll need to regularly review your policy and make adjustments.

For example, popular messaging app Snapchat promises to delete messages within 10 seconds of receipt — yet a screen shot can preserve them forever. Another growing social media platform is live video streaming, with apps such as Meerkat and Periscope. These allow users to broadcast real-time video anywhere there’s a strong data connection. What implications could this have in the workplace? No one is quite sure yet. Apps aside, the NLRB and other government agencies — including the U.S. Department of Labor and the Federal Trade Commission — will likely continue to weigh in on the legality of social media policies. So you and your legal advisors need to remain cognizant of these developments and revise your policy as necessary.

2. Train your workers diligently. Many organizations look at their social media policies as just another page in their employee handbooks. Maybe they require everyone to read and sign it but, after the policy is filed away, no one pays much attention to it. This is a mistake.

Now that social media is commonplace, it’s critical to thoroughly train employees to use it properly — and not just once, but on a regular basis. For new hires, integrate an explanation and discussion of your policy into your on-boarding process. Existing employees should receive reminders and updates on the policy. You might ask managers to make it a regularly scheduled agenda item in department meetings. Keep Up If your organization has yet to create or update its social media policy, you’re in danger of being left behind. International law firm Proskauer publishes an annual survey entitled “Social Media in the Workplace Around the World,” culling responses from more than 100 major companies worldwide. In the 2013-2014 edition, almost 80% of respondents reported having some sort of social media policy in place — up from 60% in 2012. Don’t expose your organization to the risk of having a faulty or nonexistent social media policy. Performance Dimensions Group can help you sculpt a policy that not only offers protection, but also leverages the benefits of effective social media use. Contact us today!

In March of this year, CNN reported that the economy experienced the lowest unemployment rate since May of 2008 – before the financial crisis.  Great news!  The economy is back.  The flux in opportunity can also bring increased workloads.  How are you managing your workload productivity?  Do you over-commit and over-promise?  Identifying over-work can be challenging.  At Performance Dimensions Group we think we can help you manage better with 4 D’s – Discuss, Delay, Deny and Delegate.  Regardless of your title/position in the organization you work in, these are great tactics that will help you manage better.

1. Discuss.  In order to negotiate and find a compromise there must be discussion.  Ask yourself if you have the capacity.  Am I the only one with the skill set to complete it?  Is this a sensitive issue that only I can know about? It’s important to match the right task to the right individual.  Clarifying boundaries and making a list of your concerns can help you feel prepared.  Discuss quality over quantity and if you have the resources you need to do the task at hand.  Keep in mind, communication is a must.  It will help you find a way to meet everyone’s needs.

2. Delay.  Tell the other party what priority the project has and when it can be done.  An example of something to say might be “I’m sorry, I can’t complete the spreadsheet by Friday.  Can I get it back to you by next Wednesday when I’m finished with my client meetings?” Refer to your master list – look at the outstanding tasks.  Rate them in terms of urgency and importance.  Prioritize.  And don't be afraid to share your priorities with others - they may want to negotiate to place their interests higher on the list but both of you will walk away with clarity rather than disappointment. Prioritizing also helps you take charge and manage your time wisely.  Putting a task on hold that you know you don’t have the capacity for will actually increase your productivity.

3. Deny. Politely tell the person that their request can’t be done right now or in the near future (and offer an alternative or tell them why.) Be honest with yourself and know that adding one more item on your list will result in working beyond your normal office hours which cuts into your personal time.  By denying a task, you are effectively managing your current capacity. Example: “I’m sorry, I won’t be able to take on this project right now.  I know Amanda is a great coach with extensive experience.  Would you be comfortable letting her take this on?”

4. Delegate.  Force yourself to let go.  Give it to someone else on the team – or perhaps even the person trying to give it to you.  Remember to ask; don’t just tell someone you need help.  It’s important to match the right task to the right individual.  Determine what resources will be needed to support the individual and inform them that you want to stay connected. This will help the person that you are delegating to succeed with the project.  Example: “Suzanne on my team has survey data analysis experience.  This project sounds like a good fit for her.  I’ll make sure we connect and have a good understanding of your expectations.”

By applying the 4 D’s to your workload you can channel your energies more effectively. Having a discussion and planning for the week ahead should allow you to focus on the urgent tasks first.  Prioritize the rest and figure out if you can delay a project’s timeline.  Track your workload, number them by urgency.  Break it down so it’s seems more doable.  If you know you can’t add anything more to your plate, simply say “I’m sorry, I can’t help at this time.”  Lastly, if you know you need a hand, give the project away.  Negotiating your workload will increase your productivity and it will allow you to enjoy your job more.  And we all know that happy employees create thriving companies!

Reconsidering your surroundings can boost productivity Picture your workspace and the building in which it’s situated. If you’re reading this at work, maybe you don’t have to “picture” anything — you can just look around. What do you see? Are you completely comfortable? Could your organization’s offices be reconfigured to boost productivity? The thought of redesigning your offices may seem overwhelming. But, if you lease that space, the opportunity may eventually arise — perhaps even soon. And even if you have no intention of looking for new facilities anytime soon, just thinking about the nature and configuration of your surroundings can lead to some worthwhile ideas. Closed vs. open For many decades, most workplaces followed the same general format. Owners and executives were tucked away in their large corner offices, further secluded by a receptionist’s area. Middle managers had smaller offices, similarly secured by doors and walls. Granted, there may have been some open areas for secretarial pools or the like, but such “closed-plan” offices were commonplace. All of this started to change circa the 1990s, when companies started to move toward “cubicle farms” — vast floors of high-walled cubes with just enough room for a desk and some shelving. But a funny thing happened as the ’90s segued into the early 21st century. Those cubicle walls started to shrink in size and the “open-plan” office was born. In a true open-plan office, there are no cubicle walls. Everyone works in a large, exposed area — either at separate desks or sometimes with multiple employees sharing the same large table. The idea is to foster communication and collaboration — and, ideally, lose the sometimes depressing, dystopian feel of those old cubicle farms. Plus, from a business management perspective, open-plan offices are often less expensive to rent and more flexible to expanding or contracting a workforce. Open-plan layouts were all the rage for a while. In fact, as of 2013, 70% of American employees worked in open-plan offices, according to the International Facility Management Association. But, nowadays, they’re experiencing a bit of a backlash. For instance, a study entitled “Workspace satisfaction: The privacy-communication trade-off in open-plan offices,” published in the December 2013 Journal of Environmental Psychology, found that employees in open-plan layouts were less happy with their workspaces than those with private work areas. The report also found that workers in open-plan offices largely believed that the advantages of easy interaction with their co-workers weren’t worth the higher noise levels and decreased privacy. Going with the flow As you look at your organization’s offices, consider which side of the closed vs. open debate you fall on. If you’re struggling with the “knowledge silos” that can inhibit the dissemination of mission-critical information and prevent people from communicating, maybe it’s time to give some version of the open-plan layout a shot. Then again, perhaps you’ve already moved toward an open plan and the noise is driving your staff crazy! In that case, there’s no shame in looking into the idea of putting up some walls or reconfiguring certain areas to promote peace, quiet and contemplation. What many organizations are now finding is that their ideal layout is neither closed nor open. Rather, they’re configuring floor plans that flow from collaborative to contemplative and back again. One popularly discussed example is a Michigan-based furniture manufacturer called Steelcase. When the company recently redesigned its headquarters, it created a range of workspaces from a wide-open finance department with counters and shared tables to “Quiet Spaces” that allow one person to work — you guessed it — quietly or two or three to collaborate without disturbing others. 2 more factors to consider There are, of course, many other factors to consider when reimagining the physical space around you. Just a couple of pertinent ones are:

1. Generational preferences. Look at the demographics of your organization — and where those numbers are heading. As Baby Boomers retire and Generation Xers (those born between 1965 and 1980) settle into leadership or other established roles, Millennials (those born between 1981 and 2000) will gradually fill up workplaces nationwide.

Specifically, according to the Bureau of Labor Statistics, 73.9 million Millennials will be employed in the U.S. workforce in ten years — that will be 44% of the total labor force. Workers from this group have certain preferences that an organization might better leverage in the right environment. These preferences include:

• A desire to access their data anywhere, anytime,
• An assumption that they can easily connect with every other co-worker, no matter where that person might be physically located, and
• A strong need to freely engage in team collaboration in pleasant environments.

So, tomorrow’s organizations will need offices with solid technological infrastructure and a flexible layout that facilitates both mobile workers and collaborative teams.

2. The “t” word. When discussing office space, there’s an 800-pound gorilla in the room that many organizations overlook. Well, actually, the gorilla isn’t in the room because it’s working from home these days. We’re referring, of course, to the “t” word — telecommuting.

Another reason workspaces are becoming more flexible and less traditional is that so many more employees don’t even need cubicles or dedicated workspaces anymore. They’re working from home or in a coffee shop or at their local library. If your organization is already offering a telecommuting option, and could be opening this choice to more positions in the future, think about how that might affect the size and layout of your offices. Many possibilities Obviously, every organization’s size and culture will heavily influence how it might modify its workplace. Not every company can create a lavish, cutting-edge campus replete with nap pods and smart cars. But there are probably many ways to upgrade your facilities to evolve with changing times, technology and generations. If you’d like some input into the possibilities, as well as other ideas on organizational effectiveness and team development, please contact us here at Performance Dimensions Group.

We love what we do. Our business thrives on watching you and your organizations grow and prosper. We know how important it is to remain excited about your job, your employees and your organization’s mission. But sometimes the best way to do this is … to take some time off. Yes, that’s right! Taking a vacation has proven to be not only good for you but also good for your organization. Because it’s still summer for a little while longer, we started thinking about vacation and, as we talked with many of our clients, realized that many of you are working right through the summer months and plan not to take any vacation at all this year. Well, we’re here to tell you that this is a bad idea. 5 Reasons to Take a Break Here are five sound business reasons why you should take a break: 1. Going on a vacation shows you have confidence in yourself and your team. Essentially, you’re telling them — and everyone else — that you trust your people and believe your processes won’t devolve into a festering mess in your absence. What’s more, delegating some of your ownership/management responsibilities to others while you vacation is a good way to test your key employees and get a sense of how ready they may be to take a step forward in their careers. 2. People who work all the time are boring. Sure, pie charts and spread sheets are great, but occasionally people like to hear about Disneyland, camping or Vegas. Set the right example: Upon your return, call a “debriefing” meeting to discuss what you missed while you were gone. But, instead of getting right down to business, share some details of your time off — maybe even a slide show or video. You obviously don’t want to get too personal with the details, but sharing some fun anecdotes and images can set a fun, productive tone for the meeting and solidify relationships with attendees. 3. Your team is more productive when you go away. Seriously, many workers tend to relax and focus better when allowed to work independently — or, in this case, ultra-independently seeing as how you won’t even be in the office. Again, this is an opportunity to both trust and challenge your workers. Although you shouldn’t overburden employees with additional duties while you’re gone, you might ask a chosen staff member or two to cover for you in a key area. When you get back, see how they did. Sometimes an employee entrusted with an important responsibility will offer a fresh perspective on the task and may even improve on how you handle it. For this reason, try to resist the urge to change things back to “your” way when you return — at least until you’re sure that your way is better. 4. You will be more productive when you come back. If you step away from the daily noise and give your back-of-mind processes a chance to chew on things, the most strategic processes will likely reassert themselves as the clutter falls away. “The pause that refreshes” may be a cliché, but it’s also often true. 5. Taking time off increases creativity. Did you know that Kevin Systrom came up with the idea for Instagram on a beach in Mexico? Graphic designer and typographer Stefan Sagmeister (designed album covers for Lou Reed, The Rolling Stones, and Aerosmith) takes a year-long creative sabbatical every seven years to revitalize his creativity.  Taking time away from your organization can actually motivate you and help you think outside the box. As Seattle continues to set records for consecutive days with high temperatures (this August 2015 broke the old record from 2003 of 61 days at or warmer than 70 degrees) we hope that you take time away from work—even if it’s just a day or two.  Put your laptop away, hide your phone and just be present for the needed time away.  Quieting the noise for a while is especially important in today’s business world.  When you go on vacation — go on vacation! Take a page from the bankers and stay totally out of touch while you’re out. When we’re not on summer vacation, PDG is thrilled to be ramping up for a great Fall! Our next Leadership Acceleration Program (LEAP^Ò) group will be starting in the fall!  We have small cohort groups starting in Seattle/Bellevue, Tacoma, Portland, Bay Area, and San Diego.  LEAP can help you learn how to effectively incorporate vacations into your busy schedule as well as elevate your leadership skills in many, many other ways.  It’s a 12 month journey focused on real world application. Join us online to learn more.  Register at http://bit.ly/LEAPWebinar for: Thursday, September 17, 9am PT.  We look forward to hearing about your summer adventures next time we connect. Be well!

How office etiquette can drive productivity Bad behavior in the workplace is easy to joke about. The movie and television industries have made millions laugh over the years with various tales of office high jinks — from “Nine to Five” in 1980 to the cult classic “Office Space” in 1999 to more recent TV hits such as “The Office” and “Parks and Rec.” But, in real life, breaches in office etiquette aren’t quite as funny. Excessive noise and chatter can distract and irritate employees. Uncertain policies about business-appropriate dress codes can create awkwardness and resentment. Out-of-control gossip can lead to distrust and personality conflicts. Yet there’s a flip side as well. That is, if you can foster an environment of positive office etiquette, the resulting good feelings and supportive culture can actually drive productivity. Noise in the air Now that typewriters have gone the way of the dinosaurs, and fax machines are no longer shrieking like pterodactyls, workplaces should theoretically be peaceful oases of calm. But, be it exuberant conversations or sassy ring tones, there’s still plenty of noise in the air. Does that matter? Aren’t workplaces supposed to sound busy? Yes and no. Cornell University published an article in a 2001 issue of the Journal of Applied Psychology finding that workers in noisy environments had noticeably higher levels of the stress hormone epinephrine in their systems than employees in quieter offices. The workers dealing with lots of noise were both more stressed out and less likely to seek out ergonomic adjustments to their workspaces. So they were anxious and uncomfortable. As you walk around your offices or other work areas, what do you hear? Total silence isn’t the goal — that could make staff just as uncomfortable as noise. But you want employees to exercise etiquette that strikes the right balance between productive, socially acceptable sounds and all-out chaos. What specific steps you should take depends on the problem. If loud devices are at issue, ask employees who wish to listen to music or other audio to wear noise-canceling headphones. (Naturally, you need to add a caveat that workers can’t be so zoned out that they don’t respond to phone calls or requests from co-workers.) And consider implementing a “phones on vibrate” policy, if noisy ring tones are disrupting the environment. If conversations are the problem, look into how your facilities are arranged. Can you set aside some small conference rooms or study carrels where employees might retreat to silence when necessary? If not, perhaps encourage employees to go to designated meeting areas for conversations that will likely last more than, say, 10 minutes. Be prepared to bite the bullet and speak privately with “loud talkers,” who may not be aware of how far their voices carry. Dress policy particulars In sharp contrast to office noise levels, proper attire is a silent productivity killer. If someone is either dressing inappropriately or blatantly flouting a stated dress policy, it can distract other workers, foster resentment, and lead to gossip and even arguments. The most direct way of dealing with clothing etiquette is to create (or update) an organizational dress policy. Before doing so, however, hold a management-level discussion regarding your organization’s reasons for defining attire. Talk about — and even debate — why you want staff to dress a certain way and whether the policy truly jibes with your culture. When articulating your policy, be sure to provide examples. For instance, rather than only telling staff that jeans aren’t allowed, list types of casual pants that are acceptable (such as corduroys and khakis). This not only will help employees better understand what they can and can’t wear, but also give them a sense of freedom due to having several options. Furthermore, address the consequences for employees who breach etiquette. Let them know what will happen if they’re dressed inappropriately. Consider giving written warnings and other measures for minor infractions; and enforce this policy consistently and in writing to avoid discrimination claims. The flow of gossip “Don’t gossip” has been an office etiquette axiom since prehistoric tribes first built cubicles inside their caves. And yet it happens — and will continue to happen. Why? For many, gossip is a bonding mechanism. If you trust someone enough to share a secret with them, the makings of a relationship must be present. So employees talk — and confide —and, well, gossip. Although you should continue to discourage gossip, smart organizations also learn to use it to their advantage. For starters, in most offices, the identities of the most active, influential staff members are pretty clear. Once these individuals are identified, encourage your managers to channel timely, relevant organizational information to them. Be sure to convey both the decisions being made and the rationale behind them. The goal here isn’t necessarily to encourage gossip. Rather, you’re trying to increase the chances that, when hushed conversations do take place, employees are exchanging accurate information and, you hope, telling each other the whole story. After all, gossip tends to flow the most freely when employee anxiety and uncertainty are high because of lack of information. If a change is on the horizon and it hasn’t been formally communicated to your staff, you can safely assume the rumor mill is grinding away. Of course, it’s just as imperative for you to listen as it is to speak. What’s going around the rumor mill is a good indication of staff concerns, where your formal communications might be falling short and what the current level of morale is. Keeping your ear to the grapevine or water cooler (or whatever metaphor you prefer) can yield important information for better managing and motivating employees. Culture and environment These are just a few general areas of etiquette to consider. We haven’t even mentioned such workplace classics as: 1) Don’t steal other people’s food from the fridge! 2) Don’t reheat anything that’s going to have the entire office reaching for air freshener! and 3) For goodness’ sake, if you finish the coffee — start a new pot! So much of office etiquette comes down to your organization’s distinctive culture and working environment. Performance Dimensions Group would be happy to assess your culture and environment and offer our experienced insights into what “etiquette tweaks” could make your staff more productive. Feel free to contact us here.

How do you feel about giving feedback?  Do you dread it?   Is it something you give daily, weekly, monthly? Or is the process just dead?  Lately we’ve been doing a great deal of work with clients on Performance Management.   The top question we’re asked is, “Should we even bother doing performance reviews?” Managers and supervisors want them gone because they take up so much time. Employees want them because it’s the only time they get a “report card.”  Are performance reviews worth the time and money spent? When completed correctly, performance reviews play a key role in the achievement of business success.  Organizations need to view appraisals as part of an overall performance evaluation process vs. a “fill in the blank” once a year report. The power to inspire A review is a great communication tool that ensures that the manager/supervisor and the employee are clear about the requirements of the job.  It has the power to inspire people to give their best effort, as well as to make them feel respected and important. A meaningful conversation can connect an employee to the organization’s purpose – give them a sense of belonging and make them feel like part of the company’s future.  Studies have shown how companies benefit when employees feel engaged and valued. To read more about a recent study click here. Tips for better reviews In a recent article “5 ways to evolve THE DREADED REVIEW,” Cornerstone OnDemand listed five tips that we agree will help you revive your organization’s performance review process:

1. Performance happens daily (and reviews should, too).

You won’t dread writing a performance review if you’re taking performance notes frequently – the review will write itself.  Billions of dollars are wasted because companies “just do it” because they have to.  If progress or challenges are tracked on a regular basis then nothing will be a surprise to the employee and the focus can be on improvements and growth goals.

2. Reviews should be conversations.

Try to make the review more natural, like a conversation rather than a form that you have to fill out.  Give clear and concise feedback, so it’s information that the employee can use moving forward.  Everyone appreciates a conversation, not a lecture.  Address accomplishments first, and then discuss areas for improvement.

3. Reviews should have a purpose.

Managers need to see the value of performance reviews so they get done.  Use the process as a way to collect useful information on performance so the employee can benefit, too.  Indeed, when used correctly, reviews can enhance Performance Management throughout your entire organization.  They can be looked upon as a “win win” opportunity for both the employee and the manager.

4. Embrace simplicity and consistency.

Why make a review lengthy and complicated?  Stick to the basics and give shorter, more frequent ones.   This gives a manager a good understanding of the happenings with their team, and it gives employees a chance to know how they’re doing.

5. Change the review experience.

How effective is your approach?  Has your experience in the past been uncomfortable for yourself or your employee?  Try to make the review a useful, positive conversation that infuses you and the employee with new energy. A whole system At PDG, we  advise clients to think of Performance Management as much more than the basic ”end of the year” appraisal.  It should be a whole SYSTEM that includes the following tools that, when used in conjunction with the annual review, will heighten performance:

1. Goal Setting
2. Expectation Setting
3. Continuous Feedback & Coaching
4. Development
5. Recognition & Reward

Performance Management raises individual performances within the organization and transforms goals into results. It focuses on the employee AND aligns them with the organization’s future plans.  Performance Management improves morale and increases productivity.  And it should all start the minute a new employee is on-boarded. Make sure that you and your Leadership team is communicating the value and importance of this process within your organization.  Start your performance planning today!  For more information on how we can help you can create High Performing Organizations and Teams, please contact us or check out more information on our website.

Back to back Super Bowls for the Seattle Seahawks - how was that ever possible?  Over a month has passed since Super Bowl XLIX.  What exactly makes the Hawks so special?  Perhaps it is our impeccable defense.  Maybe it’s our rookie QB who has managed to set records in his first 3 years.  Some might say that we have the best running back in the NFL.  But the truth is no one player really stands out more than any other.  You can’t win a football game without every single position - offense and defense. After not speaking to the media all season, Marshawn Lynch answered only one question following the game:  an inquiry about whether he was surprised he didn't get the chance to score the game-winning touchdown when Seattle had the ball on the Patriots' 1-yard line. Lynch claimed he wasn't at a loss and simply said, "This is a team game." When it comes to teambuilding, what is most critical is getting everyone to think of themselves as a whole.  It’s about creating a culture that thrives on working together, being the best that you can be.  It’s about the WE.  Pete Carroll’s leadership style of competitiveness — identifying and maximizing the uniqueness of every player and coach, and thriving on a nurturing environment — allows his players to be themselves.  And, most important, it focuses on accountability to the team. This idea of team building can work on any level, including in your own organization. Build around your leadership Inc.com recently published an article entitled "5 Things Smart Managers Know About Building Teams." These are the 5 things that were listed:

1. Play to individual strengths: Is the employee in the right place so he or she can shine?
2. Encourage transparency: Talk through issues and make sure team members understand each other.
3. Establish ground rules: Make sure the team knows your leadership style and know what goals are set.
4. Let them know you have their back: The team needs to know that they have unconditional support.
5. Provide an incentive: Everyone enjoys a reward for achieving a goal. Sometimes the reward is achieving the goal itself and being recognized by one's Manager.  Regardless — communicate what it is.

Successful leaders build productive teams when they understand their people, their strengths and what gets them excited to work with others.  Pete Carroll is a perfect example of this type of leader  —just look at his Win Forever Pyramid. A great leader must know how effective they are and be willing to improve. (Watch this short video to see how we help aspiring leaders in our LEAP program!) Fit the players together Team leaders must know their employees well and expect great things.  Leaders must understand what motivates employees and how to get them to believe in going beyond their capabilities.  Make sure each person fits into your organization’s culture — not just whether he or she can do the job but if they can do the job well while being a team player. It also takes a special eye to see that someone may not be the right “fit” for a certain position but can excel somewhere else doing a different job.  Remember to give feedback and make sure the team is on the right track.  Ensure each person feels included, appreciated, challenged and engaged. Lastly, it’s important to reward and celebrate as a team.  Reflect on the triumphs and the tribulations —— both of these contribute to team building. Hold regular “practices” Along with excellent leadership guidance, basic team building activities can make a huge difference in your organization.  Pete Carroll started to integrate meditation into the program back in 2011.  The players are not required to be there, but a large group shows up at various times to participate. The entire roster also participates in an optional yoga class.  Everyone enjoyed it so much that it became a mandatory part of workouts.  Carroll’s mantras are positivity of thought, words and actions.  Swearing and yelling are looked down upon.  The idea is that happy players make for better players. (ESPN Magazine) You can carry this same philosophy to your organization by understanding that happy employees make better employees.  Set the tone for higher levels of trust, sincerity and openness.  Try organizing activities or “team building experiences,”  and have a clear objective with these experiences. When team-building activities are done correctly, they should have an impact on everyone. Just last year, virtual workspace providers Vorkspace.com posted an article entitled "13 Top Team Building Activities." These activities are effective, inexpensive and can be organized without leaving the workplace. Enjoy the game! You and your team members should always be looking for better ways to collaborate, communicate and have fun. Above all, enjoy the “game” of making every day as successful and productive as possible — put the WE in your organization today!

The Allure and Alarm Bells of Gamification Fifty years ago, if you’d walked into a business meeting and suggested employees start playing games at work, you might’ve been fired. Today, the idea isn’t just a random suggestion; it’s a multimillion dollar industry. Gamification — the concept of motivating users to stay engaged, complete tasks and achieve goals through game play — has sent software developers into overdrive. As you read these very words, coders are hard at work trying to design applications to meet the gaming (yes, gaming) needs of organizations large and small. Yet whether gamification is right for you is a question well worth asking. Why gamify? Have you ever lost track of time playing a game — be it an old-fashioned crossword puzzle in the newspaper or one of those social word games on your smartphone? And have you ever felt that particular sense of satisfaction that comes with finishing the crossword or winning the word game? If you can answer “yes” to these questions, you already know the driving force behind gamification. Games enthrall us, holding our attention and helping us learn. And, as long as they’re not too frustrating, games bring us a sense of accomplishment — eventually. Games are also social: We like to play them together and talk about them. Now transfer all of these positives to your workplace. A properly gamified process will engage employees, giving them extra motivation to stay focused and complete the job-related tasks involved in the game. From a training perspective, they’ll learn more quickly and easily. Job satisfaction will increase, because they’re not just succeeding at work — they’re winning games! And again, ideally, gamification will bring employees closer together as they work and play collaboratively. Employees or customers? It’s here we should make an important distinction. When gamification first began to arise in the public consciousness several years ago, there was some debate and discussion about whether games should be offered to employees or customers. Many organizations first opted for customers. There’s a certain logic to doing so. What better way to keep a website visitor (and potential buyer) from wandering elsewhere than drawing him or her into a game? How can you go wrong having your logo on users’ smartphones, maintaining your marketing visibility and giving them a fun distraction? Yet the general consensus today is that gamification is better suited for internal purposes, not external ones. With so much competition for customers’ eyeballs, many aren’t going to spend all that much time playing a product- or service-provider’s game unless the prize at the end is ridiculously substantial and easy to obtain. Otherwise, the end result (typically a discount or freebie) typically isn’t worth the time expended. That’s not to say some organizations might not be able to pull off a customer-focused game. It all depends on your industry, strategic objectives and specific market. But, by and large, organizations are focusing their gamification efforts on two aspects of employee engagement: 1) training and career development, and 2) fulfillment of job-related tasks and goals. Who’s doing it? So, seriously, are real-world organizations using games to train and engage their employees? In a word, yes. And they’ve been doing so for some time. Retail giant Wal-Mart launched a gamified approach to corporate safety and compliance procedures in 2012. The program aims to improve performance behaviors using game play, participant competition and leaderboards. The company has reported a 50% decline in lost time and reduced incident rates regarding days away from work and job restrictions, thanks to the initiative. In 2013, RMH Franchise, the company that runs popular restaurant chain Applebee’s, launched a gamified website for the eatery’s hourly employees. The goal: Increase employee retention in an industry plagued by high turnover. A company rep has indicated that the early results have been positive. Overall, gamification is projected as going nowhere but up. In 2012, tech industry observer M2 Research estimated that the global market for gamification apps and services will grow to $2.8 billion by 2016. Research group MarketsandMarkets has gone one better, projecting the gamification market to rise in value to $5.5 billion by 2018. What could go wrong? Naturally, judicious organizations should proceed carefully. As enticing and interesting as gamification may be, there are considerable risks to jumping headlong onto the bandwagon. For starters, many gamification projects fail when the organization in question doesn’t really know what it’s trying to achieve. It wants to gamify something because the idea is appealing and employees will surely love it. But, without a clear objective, months go by while concepts are debated and many hours and dollars are lost fumbling around in the dark. Pick a clearly gamifiable training program or business process, gather consensus, and construct a feasible plan. Also, be sure your gamified process sits squarely in the middle of two overlapping circles. One circle should represent your organizational goals, while the other represents each participant’s performance goals. If there’s white space between these two circles, the gamification effort could very well fail. Another big risk is the absence of emotion. We know — generally, when tackling business matters, you want to leave emotions out of it. But, for a game to succeed, it must have an emotional component for players. If employees won’t really care about the outcome, the process in question won’t likely see any of gamification’s potential benefits. Where to begin? If we’ve piqued your interest about gamification, you’re probably wondering where to get started. Please feel free to contact us here at Performance Dimensions Group. We’d be happy to serve as a source of objectivity and reason regarding the concept of gamification as it applies to your organization. We also have many other ideas, assessments and tools for increasing employee engagement.

Leadership Inspiration - from Charlie Chaplin Without doubt there exist many great leadership speeches about vision, charisma, teams, communication, delegation, commitment, clarity, honesty, etc. given by respected and famous business leaders and managers. There is one, however, I believe to be a rather unique and inspirational one. At the same time, it's a very unusual one. One which talks about exceptional leadership only at a second glance. Why? It's a speech about a simple word: Love! What love means and what it stimulates in you and your environment. The answer: Nothing less than authenticity, respect, maturity, self-confidence, simplicity, modesty, fulfillment, and even a special sense of wisdom. Key leadership characteristics in order to love – and as a consequence – to grow yourself, your team, and your customer base. Without these attributes you will not be able to manage and to lead a successful business. The speech is called As I Began To Love Myself: As I began to love myself I found that anguish and emotional suffering are only warning signs that I was living against my own truth. Today, I know, this is AUTHENTICITY. As I began to love myself I understood how much it can offend somebody as I try to force my desires on this person, even though I knew the time was not right and the person was not ready for it, and even though this person was me. Today I call it RESPECT. As I began to love myself I stopped craving for a different life, and I could see that everything that surrounded me was inviting me to grow. Today I call it MATURITY. As I began to love myself I understood that at any circumstance, I am in the right place at the right time, and everything happens at the exactly right moment, so I could be calm. Today I call it SELF-CONFIDENCE. As I began to love myself I quit steeling my own time, and I stopped designing huge projects for the future. Today, I only do what brings me joy and happiness, things I love to do and that make my heart cheer, and I do them in my own way and in my own rhythm. Today I call it SIMPLICITY. As I began to love myself I freed myself of anything that is no good for my health – food, people, things, situations, and everything that drew me down and away from myself. At first I called this attitude a healthy egoism. Today I know it is LOVE OF ONESELF. As I began to love myself I quit trying to always be right, and ever since I was wrong less of the time. Today I discovered that is MODESTY. As I began to love myself I refused to go on living in the past and worry about the future. Now, I only live for the moment, where everything is happening. Today I live each day, day by day, and I call it FULFILLMENT. As I began to love myself I recognized that my mind can disturb me and it can make me sick. But As I connected it to my heart, my mind became a valuable ally. Today I call this connection WISDOM OF THE HEART. We no longer need to fear arguments, confrontations or any kind of problems with ourselves or others. Even stars collide, and out of their crashing new worlds are born. Today I know THAT IS LIFE! What do you think? Looking forward to receiving your feedback. Join the discussion! Please note: This post originally attributed the text to famed comedian Charlie Chaplin. There is, however, no evidence it is indeed Chaplin's work. Online hoaxbusters attribute it to a retranslation of  "When I Loved Myself Enough" by Kim McMillen.