Posts

Understanding Digital Distraction and Its Harmfulness

The fear of digital distractions ruining professional and personal lives has become global. This problem is as real as any these days. Just think about the hundreds of times people touch or check their phones on a daily basis, how people panic when they temporarily misplace their device, the weird sensation of the “phantom vibration syndrome” and how just by seeing a message alert can be even more distracting than the message itself.

These types of behaviours can have real-life consequences. For instance, some people may be offended if someone all of a sudden stops talking to them in order to answer a text. Even taking a moment to answer a message can hinder your thinking process and prevent you from deep thinking on the task you had at hand.

In all fairness, this is just one side of the story. It must be stated that emerging technologies nowadays keep humans connected on a level never seen before. But this tells only part of the story.

Workplace productivity has been one of the main issues for HR professionals since the beginning of organised labour. Every organisation seeks to maximise its return on labour whilst also minimising wasted time. Advances in the field of technology have helped that ‘quest’ in many ways, but they have also complicated an underlying and very old problem. Emails and applications such as Slack allow employees from various parts of the country or even the world to get answers, solve problems and collaborate in real-time. Nonetheless, given our ‘always online’ culture, communication technologies have stopped being helpful, but rather more of an impediment.

In a recent study, it has been revealed that 84% of email users keep their inbox open at all times, with 70% of these emails being opened within 6 seconds of being received.

Given peoples’ proficiency at responding to emails and messages, most of them have sacrificed their most important ability: doing their job properly. Much of what people do requires deep focus and time to think. Having the email open all the time and answering to them as quickly as possible steals focus. Even more worryingly, is that some employees may become frustrated with the work they actually get to accomplish in one day. But just how bad are emails and other communication technologies?

In order to discover the answer to this question, anonymous data has been collected from over 50,000 white-collar workers and the results were flabbergasting. The majority of them were struggling with the distractions and interruptions that took place in the workplace. It is clear that people all around the world are having difficulties keeping up with the pace at which things are happening.

Recently, a company in New Zealand decided to try a productivity experiment and had switched to a 4-day, 32-hour workweek. According to the company at-hand, “workers said the change motivated them to find ways of increasing their productivity while in the office. Meetings were reduced from two hours to 30 minutes, and employees created signals for their colleagues that they needed time to work without distraction.”

The New Zealand study brings to light very important lessons that numerous organisations can apply worldwide with or without the 4-day workweek. If companies create the right environment for employees to focus without distractions, productivity levels rise.

Many experts in the field of productivity have suggested batching communications into specific blocks during the day, while others have suggested committing to at least an hour of focused work without emails and phones.

White-collar workers such as writers, designers, developers, and project managers, unfortunately, depend on collaboration, quick communication and access to information in order to meet the demands of their roles and deadlines.

Communication tools facilitate getting the information needed, but they are also a constant source of interruption to our focused work. When we looked at the data, we found that the average white-collar employee “checks in” with communication tools every 6 minutes.

How can we expect workers to accomplish focused work when they only have a few minutes in between answering e-mails and messages? The short answer is that we cannot.

As we look at the full breakdown, the picture is even bleaker. Thirty-five percent of workers check their emails and messages every 3 minutes or less, while only 18% can go more than 20 minutes without being reeled into a ‘digital conversation’.

Even more worrisome, it has been discovered that people who use Slack—a popular team chat tool meant to reduce e-mail use—actually switched to communication tools more often. Rather than streamlining their communication time, Slack users on average spent only 5 minutes in between messaging check-ins, while non-Slack users could go 8 minutes.

The technology that we use to improve work is hurting our ability to get work done. The constant communication interruptions are not only diminishing productivity but also hindering workers from doing their best work and growing in their careers.

Data gathered shows that 40% of white-collar employees never get 30 minutes straight of focused time in a workday, which means that nearly half of them rarely get time for deep work and concentration. In fact, the study revealed that the average white-collar taps out at around 40 minutes of focused time free from any sort of communication. In other words, 40 minutes was the longest stretch of time most people could afford going without checking their emails or phones. A willingness to change and better time management should put anyone of the right path to avoid any digital distraction.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

B_txt_14

Sources:

https://hrdailyadvisor.blr.com/2018/08/07/truth-digital-distraction-workplace/

https://www.fastcompany.com/90437023/is-digital-distraction-as-bad-as-you-think-it-is

https://www.inc.com/shama-hyder/how-digital-distraction-is-killing-creativity-what-to-do-about-it.html

Why Soft Skills Matter in the Workplace

It’s no secret that interpersonal skills are the next big thing in HR. In layman terms, soft skills will most likely define the future. In a 2018 LinkedIn worldwide survey of over four thousand professionals the results have revealed that “training for soft skills is the number one priority.”

Soft skills are often referred to as transferable skills. As this term implies, these are skills which are less specialised on one specific vocation and which are more aligned with the personality of a candidate. Soft skills usually relate to a person’s various attitudes and intuitions. Given the fact that soft skills are linked with personality, it is important for each candidate to assess and understand what their soft skills are and how they can showcase them during an interview.

Unlike hard skills, which can be measured, soft skills are intangible and difficult to quantify. Among the examples of soft skills may include analytical thinking, verbal and written communication, and leadership.

Nowadays, employers actually care more about soft skills than they do technical abilities like reading comprehension and mathematics.

Among soft skills one of the more important ones is emotional intelligence (EQ). From a 2015 LinkedIn survey it has been discovered that people with high EQ earn on average $29,000 more.

Why do Soft Skills Matter?

A constructive example of the difference between people with or without soft skills are medical doctors. A doctor is obligated by his work field to have an extensive array of hard skills. But a doctor who does not have emotional intelligence, trustworthiness and approachability (i.e. soft skills) is not likely to be very well perceived by their patients.

Employers value soft skills because they enable people to function and thrive in various teams and in numerous types of organisations as a whole. Here are a few of the most important soft skills:

 1. Communication

Written and verbal communication skills are of utmost importance in the workplace because they set the tone for how people perceive you. They also improve your chances of building relationships with co-workers. Communication skills boost your performance because they help you to extract clear expectations from your manager so that you can deliver excellent work. Workers are more productive when they know how to communicate with their peers, says Robinson. If you can clearly express the who, what, when, where, why, and how of a project, you’ll be seen as a top talent.

2. Teamwork

An organisation’s success is rarely dependent on one person doing something all by themselves. Success is the result of many people working toward a shared goal. When employees can synthesise and use their varied talents, everyone wins. If you work alongside friends, then productivity simply sores through the roof. Employers look to team players to build a friendly office culture, which helps retain employees and, most importantly, top talent. Furthermore, being able to collaborate well with co-workers enhances the quality of their work.

3. Adaptability

Obviously, things don’t always go as planned, and instead of digging in your heels, you need to be able to swivel and find appropriate solutions. Consequently, employers need workers who can adapt to industry shifts and keep the company current. Push yourself to be an early adopter of change. Explore the possibility of joining training sessions and offer to teach your co-workers what you have learned.

4. Problem-solving

When something goes wrong, the difference between people is that some complain and others simply take action. Undoubtedly, the latter will get you noticed. People who know how to think on their feet can make employees indispensable to an employer. Nothing is a given. Companies rely on problem-solvers—top performers—to manage unexpected arisen challenges. It is best to approach the manager with a solution, not a problem. So when an issue springs up, think about an alternative solution and how you are going to present it to your boss.

5. Conflict resolution

Being able to resolve issues with co-workers will help people maintain relationships with their peers and work more effectively and efficiently. Being able to work through office politics and disagreements with people is a clear sign of maturity, as well as leadership. Someone like this helps promote a collaborative workplace. The best way to resolve disagreements between co-workers is to address issues directly but in a delicate, humane manner. Therefore, if someone is stepping in as a mediator, he or she should let both parties air their grievances in a judgment-free zone and then work together to find a compromising solution.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

B_txt_14

Sources:

https://www.wikijob.co.uk/content/interview-advice/competencies/soft-skills

https://www.monster.com/career-advice/article/soft-skills-you-need

https://www.fastcompany.com/90430423/5-soft-skills-you-need-to-succeed-at-work

Why Team Building Is An Essential Investment

Team building does not have the best reputation nowadays. Most people imagine being stuck with their co-workers for 1 or 2 days doing meaningless exercises that technically are supposed to increase productivity and collegiality.

Even though its reputation for being ineffective, team building has become one of the most important investments organisations can make for their employees. Despite the negatives emotions, it gives people, team building does build trust, alleviates conflict, boosts communication and enhances collaboration. Effective team building is what every company is looking for because it means a higher level of engagement in employees, which is fantastic for the bottom line. It can also be extremely fun if it’s done right.

It is clear as the light of day that the most successful team-building activities are the ones that make employees feel at ease and not all as having to go to work. Activities that are not at all subtle about aiming to reveal leadership and talent are obviously lowering enthusiasm amongst participants. By simply just spending time together and sharing experiences into completing a common goal allows co-workers to bond in a more natural way and it is by far more effective.

Unsurprisingly, happiness and learning have been correlated to work very well together. Most of the time, all companies have to do is introduce their employees to new things and activities which will, more often than not, will generate a feel-good factor which obviously translates into good news for the organisation. In the majority of cases, exercises that are out of the ordinary get people to work together in various new ways.

What is the purpose of team building?

Numerous analyses have revealed that people who participate in team building feel more positively about their team. This positivity is manifested in various ways such as more trust in their co-workers, more satisfaction that they’re part of a certain team and a lot more confidence that the team will achieve its targets.

Furthermore, employees that complete team building sessions together have better interactions: they communicate, coordinate and manage conflicts better. These processes are key in accomplishing the team’s ambitions.

However, team building may not directly improve team performance. Despite a better line of communication and more trustworthy workers, team building by itself doesn’t have a direct impact on performance. The reason for this is simply because performance relies on so many other factors besides team interactions that it shouldn’t be the only thing a company does if it wishes to improve performance levels.

When is team building the most effective?

Amongst team building activities, some are more effective than others. What sets apart most sessions is this: team building activities that focus on achieving goals and/or clarifying roles have the most beneficial impact. Achieving goals refers to define and clarify both individual and team objectives, and planning what actions need to be taken in order to turn objectives into reality. Clarifying roles purely means team members discuss what is and isn’t their task and understand their duties better.

On the other hand, team building exercises focused on improving interpersonal relations or solving already existing problems bring smaller, but still relevant benefits. Improving interoffice relations sees team members work on their trust among themselves whilst also building connections on a more personal level. Solving problems means identifying what doesn’t necessarily click between team members and planning on how to improve future situations.

Organisations must always remember that team building is not a splurge but merely an investment in the future! For example, one of the partners of NASCAR was invited for a day out on the tracks. 350$ for each employee wasn’t the most expensive nor cheap investment but at the end of the day, everything made sense. Everyone felt appreciated, given the fact that they were going around the track at over 233 kilometres per hour.

Daily Team Building Opportunities

Team building can include the daily interaction that employees engage in when working together to carry out the requirements of their jobs. This form of team building is natural and which can be assisted if the team takes the time required to come up with their own set of norms. The criteria help group members know how to appropriately interact with each other and the rest of the organisation.

Team building can also involve structured activities and exercises that employees on the team can lead, one way in which team criteria are established. As an alternative, with the proper budget and benchmark, managers can contract out for facilitation with an external resource. External facilitation, by an experienced person, can give your team building a boost.

No matter how an organisation chooses to build their group of employees into a team, the resulting bonds will enable them to accomplish the work and goals of the organisation more effectively than a group of people who don’t really know each other. As long as the company’s focus is dedicated to team building opportunities that lend themselves to the accomplishment of the actual work of the team, you are effectively building a team.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

B_txt_14

Sources:

https://www.thebalancecareers.com/what-is-team-building-1918270

https://scienceforwork.com/blog/team-building/

https://www.forbes.com/sites/brianscudamore/2016/03/09/why-team-building-is-the-most-important-investment-youll-make/#1ba7fb90617f

Customer Experience: Are Companies Meeting their Customers’ Expectations?

In a new study done by Walker Info has revealed that by the year 2020, customer experience will become the most important brand differentiator overtaking price and product.

In the not so distant past, people had to actually pick up the phone and call customer service in order to speak with someone from support, but that times have changed drastically. Nowadays, we are constantly exposed to numerous advertisements and messages from various brands, leading up to near-instant gratification. Think about all the banners and messages you see during 11-12 hours of screen time per day. It comes as no surprise that advancements in customer service have become the most essential thing a company must do survive and evolve. In the aforementioned study done by Walker Info, it has been stated that customer experience is going to to make or break sales more than price and product.

Most companies are focusing their efforts into making everything more and more efficient. However, this need for efficiency can put in danger good customer service.

No customer is the same to another, thus, it is imperative for companies to realise this and be prepared to respond differently to distinct customer behaviours and personalities. Having a good prosperous business means that achieving a high level of effectiveness isn’t achieved by doing less in other areas of the company. Delivering the right customer service to clients should remain the key focus.

With this in mind, every company has to ask itself questions about what optimal customer experience means for them.

In a recent study done by Capgemini shows that 81% of consumers are inclined to spend more for a company that has exceptional customer experience, with more than 9% of consumers willing to spend by more than half to have access to such a positive experience.

So the question now is, what do customers want?

In a 2018 study done by Salesforce CX, 80% of people interviewed have said that the experience the company offers is as important as what they are selling, whilst 75% of people have stated that it’s much easier than ever to change the company they are doing business with. Here lie a warning and an opportunity. Given the fact that customers are very open-minded in discussing with more and more businesses and they are more than happy to switch and/or replace brands, customer experience is the focal point that will sway them one way or another.

How can businesses be sure that it is worth investing in customer experience? The proof to this question has been revealed through a study done by Forrester and Adobe, which clearly states that experience-driven companies can forecast a 60 to 90% increase in growth year-over-year in comparison with companies who do not thrive to have a higher level of customer retention and repeat purchases.

At the same time, Harvard Business Review has unravelled the fact that even a small increase of 5% in customer retention can potentially lead to a 95% increase in profits.

No matter what product or service a company offers, people will always expect a decent level of customer service. Even companies that have switched to 100% automated services are expected to have a real live person to offer assistance if required.

 

Let us look into EasyJet. The airline company never promised an exceptional customer service experience but that does not mean that is should be practically non-existent. EasyJet has almost managed to negatively impact the first windpipe transplant due to their refusal of allowing the courier to board the plane.

For sure, EasyJet has internal procedures that allow some exceptions, or at least have their staff trained for such situations and could have dealt with the courier’s request. The story has a happy ending, because of someone with a private jet agreed to transport the courier in the 14-our timeframe that was required for the windpipe to be safely used in an operation. However, it must be pointed out that given the seriousness of the item carried that person would have booked a different airline. This case itself simply proves the point that most customers make choices based on their own expectations.

The larger the organisation, the more field there is for discord between expectations and delivery. People expect very little in return for lower prices, but others with a stronger brand reputation cannot afford to make the same assumptions – simply imagine the impact it would have had if the courier had this experience on a British Airways flight.

Coordinating messages across the organisation is quintessential to producing a successful and sustainable customer experience. Get it right and the company will have business that is both sustainable and extremely profitable given the fact that it will be supported by an incredibly loyal customer base.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

B_txt_14

Sources:

https://www.marketingdonut.co.uk/customer-care/customer-service/the-importance-of-exceeding-customer-expectations

https://www.zingle.me/how-to-exceed-customer-expectations-in-the-mobile-era/

https://www.entrepreneur.com/article/336926

Is Praise The Best Way To Motivate Employees?

It is fair to say that society has reached a point in which excessive praise is being offered to the rich and powerful. The upper tiers of our present society have been showered with awards, honours and superstar status. Billionaires and philanthropists alike are massively applauded for their work and charities which turn out to have very little impact on the world. The effects of this practice of praising excessively are worth taking into account and raise some concerns. By praising people, even though they deserve it can have a negative impact on how they behave.

Numerous psychological studies have been done on this subject and they have demonstrated that people are highly responsive to moral compensation. In layman terms, this means that when people feel they have acted well, they also feel that it gives them permission to engage in negative behaviours in the future. The reverse works the same way. If more and more studies come out and prove the accuracy of the aforementioned studies then humanity can practically see the social consequences of praise and/or blame. Too much praise could lead people to act badly, whilst blaming them when they make mistakes could lead to positive behaviour. So how many influential, wealthy and powerful people does the world need to harm society irreversibly?

Every organisation knows that culture without revenue is not feasible or sustainable. If a company wouldn’t be growing financially, there would be a complete shift in culture. It is important to have fun, but it’s never in first place. In order to get the best out of employees it is recommended to explain your expectations from them since day one. If employees understand the culture and how success is determined, they will be off to a flying start.

However, giving feedback remains one of the most difficult things a manager has to do. In a survey which amounted 7,631 people, 44% of them agreed that giving their employees negative reviews is difficult and stressful. Some quotes from the managers interviewed have surfaced the negative impact it has on them: “I just wanted to get it over quickly”, “They don’t pay me enough to do this”, “I did not sleep the night before” and “My hands were sweating and I was nervous”. Given the anxiety managers are facing when they have to offer negative feedback, 21% admitted that they avoid giving the negative feedback altogether.

In a comparative study 328 managers’ self-assessments were correlated with results from 360-degree feedback surveys. Each leader was rated by an average of 13 respondents on a variety of behaviours, including “Gives honest feedback in a helpful way.” The ones who rated that thought a person was effective in giving feedback were most influenced by the leader’s comfort and willingness to give positive reinforcement. Whether the manager gave negative feedback did not make a big difference — unless the leader avoided giving positive feedback. This was also true when we looked only at the ratings of direct reports.

When the study looked into the managers’ self-assessments, however, there was a totally changed point of view. There was a strong correlation between people who believe they give “honest, straightforward” feedback and those who give negative feedback, regardless of whether they also give positive feedback.

Leaders obviously carry some incorrect beliefs about the value and benefits of different forms of feedback. They vastly underestimate the power and necessity of positive reinforcement. However, in reverse, they greatly overestimate the value and benefit of negative or corrective feedback. In all, they misjudge the impact negative feedback has on how they are perceived by their colleagues, bosses, and direct reports. Giving only negative feedback diminishes a leader’s effectiveness in the eyes of others and does not have the effect they believe it has.

Perhaps in an effort to provide employees with what they believe is direct, honest feedback, managers who prefer giving negative feedback may come across as only looking for what’s wrong. Some employees have described this as, “Quick to criticise and slow to praise.” While the findings do not directly reveal why managers are so hesitant to give positive feedback, the study that involved the leaders suggests that there could be a variety of reasons. Perhaps it starts with the perception that the really good managers are the tough graders who are not afraid to tell people what’s wrong. Possibly they believe that giving people positive feedback will encourage a subordinate to let up or coast. Maybe they are emulating their prior bosses who gave little praise, but who pointed out any mistake or weakness. Some may believe it a sign of weakness to praise subordinates. Maybe they just don’t know how to effectively deliver appreciation or praise. Or maybe they intend to give kudos, but feel so busy that the days slip by and they never quite remember to send out that note of praise for a job well done.

In conclusion, the findings suggest that if you want to be seen as a good feedback-giver, you should proactively develop the skill of giving praise as well as criticism. Giving positive feedback shows your direct reports that you are in their corner, and that you want them to win and to succeed. Once people know you are their advocate, it should also make giving criticism less stressful and more effective.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

B_txt_14

Sources:

https://www.inc.com/tom-gimbel/why-praising-your-staff-might-be-the-most-dangerous-thing-you-do-today.html

https://www.fastcompany.com/90394590/this-is-the-negative-effects-of-praise-that-youve-probably-never-thought-about

https://hbr.org/2017/05/why-do-so-many-managers-avoid-giving-praise

Betrayal in the Workplace and How to Deal with It

Betrayal comes in many ways and forms and the one that happens in the workplace is no different. There may be times when you be undermined by a co-worker during a presentation, ignored by your manager or blindsided by a fellow colleague. This almost always leads to professional and personal deception, which, more often than not, leads to unwarranted stress and disappointment. The next logical step in this situation would be to take some affirmative action, but caution is key here. It is imperative that you have a clear understanding of the situation and circumstances of the betrayal in order to fully understand what and how you have to act next.

Of course, in a perfect world scenario, team members, managers and leaders work towards the same goal. But, unfortunately, there are moments when you’re doing your job at peak performance and, out of the blue, your manager throws you under the bus. It is never good when it happens and as an ‘added bonus’ it can damage your reputation with others.

You can count on the fingers of one hand things that are more hurtful than betrayal, especially when it is done by a person of trust. When the betrayal is done by your boss, the pain can be exacerbated given the fact that it’s the person who impacts your career and, more or less, livelihood. Betrayal by your boss can come in numerous ways: public shaming for a colleague’s mistake, taking credit for a project you solely did and oversaw and giving the promotion they have promised you to someone else.  

Given the fact that we have a wide and complex range of emotions, our brains process betrayal as trauma and, just like every other trauma, we expect it to repeat itself. Reactions to boss betrayal can range from losing the ability to trust other co-workers, hindering your optimism and resilience during strenuous times and even lacking the capacity to deal with complex situations. When this happens, our own behaviour should start concerning us, not our boss’s.

Recent research has discovered that 85% of workplace betrayal is unintentional. Although your boss’s betrayal wasn’t intentional, it still raises serious questions regarding his personality and seriousness. Furthermore, the research has stated that after your manager behaves badly, you are more inclined to do the exact same thing. It is of the utmost importance that you are clear on the values you wish your professional relationship to be based upon.

Even though it is as clear as the light of day that you won’t be able to change your boss’s behaviour and attitude, you can still manage to keep their bad conduct from changing you. Here are a few ways how.

Focus and Get Your Facts Straight

Before you act on your emotions and anger you must be sure that the information you have is correct, especially if you have received it second-hand in the first place. It is recommended that we discuss and assess the situation with the people we trust the most and which witnessed the exact circumstances. Even if you discover that your boss actually betrayed you, emotions must be kept in check. If you give in to those emotions and react unprofessional, you will unwantedly pass along the negative news that is out there about you.

 Patterns of betrayal

People who, unfortunately, tolerate abusive behaviour all their lives believe they deserve it and this can happen with an abusive boss. In some strange manner, a sort of Stockholm syndrome sets in and you start to accept betrayal as something normal. This type of action can be counter measured by interrupting them as soon and as much as possible. If they fail to keep their promises, keep their commitments to you well-documented. If they take credit for your work, make sure there are other managers who know that you have worked on that project. These actions may not change the behaviour, but they may just keep your mental health in order.

Reach out to HR

If the workplace treatment you are receiving is becoming more and more unfair and abusive and you cannot handle it any longer it may be time to involve the human resources (HR) department. By reporting the issue to HR, you are not just helping yourself, but the company as a whole. Problem managers can be easily identified and removed from an organisation if HR is involved. Worst case scenario, HR can help you find other opportunities within the company if a ‘cease fire’ cannot be agreed upon with the problematic manager.

It is quintessential to remember that not everybody is out to betray you. It is understandable that if you are constantly betrayed by your boss, you can easily become paranoid and stop trusting people altogether. It is imperative that you pay attention to your emotions and behaviours. You do not want to damage your professional relationships with other authoritative figures within the business. Are you constantly questioning the actions and motives of the people you rely on doing for your job? Are you over-analysing the decisions people are making in the office? As mentioned earlier, betrayal is an incredibly powerful and toxic force which can easily spread in to all other aspects of your life. Keep reminding yourself that not everyone is out to get you.

In conclusion, it is safe to say that when you are working for a ‘betrayal boss’ you should get out of there as quickly as can be. Until you can make your professional move elsewhere, do anything in your powers to protect yourself and not become a shadow of your former self. The choice to allow their betrayal to negatively impact you and who you are is and will always be yours.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

B_txt_14

Sources:

https://work.chron.com/survive-workplace-betrayal-18986.html

https://hbr.org/2019/07/what-to-do-when-your-boss-betrays-you

https://www.fastcompany.com/40437356/what-to-do-when-your-boss-throws-you-under-the-bus

The Rise of Analytics in HR

Back in 2017, in Deloitte’s Human Capital Trends report, it has been revealed that people analytics was a top trend and a top priority for every respectable organisation. 71% of companies that were surveyed for the report have stated that people analytics is of great priority.

It has become more and more evident that data analytics in HR have become to matter more than ever before. Although people skills remain a top priority for every HR manager, there are numerous companies and non-profit organisations that are using data and are calculating everything from talent acquisition and productivity to retention and job structure. This shift towards data and analytics is saving businesses tremendous amounts of money.

Furthermore, the data which is being collected is being used by analytics experts and HR managers alike to study and learn more about employee behaviour, overtime patterns, how people relate with each other in the workplace, time management – all of this to better understand their workforce and how to boost the company’s performance and production.

Oracle is another company that has been doing its very own global survey in order to better grasp where HR is in terms of analytical functionality within an organisation. Their findings have revealed that HR departments are one of the most analytical in various companies, and it’s even pulling ahead a bit in relation to the Finance department. Some HR departments are actually using the latest technology in predictive and prescriptive models and, in some specific cases, artificial intelligence.

This is an enormous shift from ten years ago when studies began to arise in talent analytics. At that time, the only player that was using sophisticated HR analytics was Google. Back in those days, there was a ‘normal’ amount of reporting that was happening, but there wasn’t anyone designated to predict. A minority of HR organisations even had an analytics employee. To better put things into perspective, ‘HR analytics’ was typically understood as a conversation about the total number of employees the company had and how to better measure the employees’ level of engagement.

Even before the surveys from Deloitte or Oracle came out, there was a definite shift in trends in today’s modern organisation. Most multinational corporations have a few employees, specifically, to just analyse data. Nowadays, there are various conferences around the world tailored to this specific topic. Organisations now alter or adapt the way they do business in order to shape growth, engagement and other variables which are considered key.

The aforementioned Oracle survey involved 1,510 respondents from 5 continents and 23 countries. Through these respondents, there were senior managers, vice-presidents and directors from HR (61%), 28% from Finance and 10% from general management. It is also important to know that all executives that have participated were from businesses with at least 100 million dollars in revenue. The detailed statistics are as follows:

  • 51% of HR respondents could perform predictive or prescriptive analytics, by contrast only 37% of Finance respondents could tackle these advanced forms of analytics.
  • 89% were in agreement with the statement “My HR function is highly skilled at using data to determine future workforce plans currently (e.g. talent needed),” and only 1% disagreed.
  • 94% of respondents agreed that “We are able to predict the likelihood of turnover in critical roles with a high degree of confidence currently.”
  • 94% also concurred that “We have accurate, real-time insight into our employees’ career development goals currently.”
  • When respondents answered this question “Which of the following analytics are you using?” “artificial intelligence” had the highest response rate, 31%. When asked to further explain how they used AI, the most common answer was “identifying at-risk talent through attrition modelling,” “predicting high-performing recruits,” and “sourcing best-fit candidates with resume analysis.”

So why is it that HR departments have become more ‘natural’ in their use of advanced analytics than Finance, which is theoretically work based around numbers? In most cases, this is because Finance organisations and the respective CFOs that have lead them found it extremely difficult to move from reporting and descriptive analytics towards advanced analytics that are being used nowadays.

The reason why Oracle has chosen to survey both the HR and Finance executives and managers is due to the simple fact that there has been a serious increase in their need to cooperate. Given the fact that most often than not employee expenditures represent a company’s highest costs and because an organisation’s financial position will always guide the size of the business, there is a clear need for symbiosis.  Fortunately, the Oracle survey has found that high levels of collaboration are already in place. In the same survey, it has been discovered that 82% of respondents agreed and strongly agreed, with only 5% of them disagreeing, that “Integrating HR and Finance data is a top priority for us this year.” However, not everything is pitch perfect. Numerous interviews conducted post-survey have brought to light the fact that there are many more opportunities to be seized further than sharing of data and cooperating on analytics.

In conclusion, it would be stretch to think that analytics will solve HR’s every problem, but they can definitely provide a deeper understanding of every department within an organisation, help train HR specialists into developing projects that can enhance talent investments whilst also monitoring and developing recruitment, engagement, development, retention, productivity and many more workplace activities.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

B_txt_14

Sources:

https://bovardcollege.usc.edu/hr-analytics-are-a-driving-force-in-recruitment-retention-and-productivity/

https://hbr.org/2019/04/is-hr-the-most-analytics-driven-function?ab=hero-subleft-2

https://lesley.edu/article/how-hr-analytics-are-changing-business

Leadership Crisis: What Can We Do About It (Study)

56% of executives consider that the organisations they work for are not prepared to satisfy the needs of their most talented employees in regards to their leadership skills a Deloitte study has stated. Why does this happen? Where exactly is the problem and last, but not least, what can we do to fix this issue?

A recent Mercer study (2019), with a respondent base of over 500 people, has discovered some troubling new trends in terms of organizational leadership and trying to answer the aforementioned questions. Before getting into more details, here are a few key details from this respective study:

  • 27% of potential candidates are lost along the way due to a lack of a coherent selection methodology
  • 42% of organisations do not have a structured leadership competence system
  • 23% of organisations use the interview as the sole recruitment tool
  • In 63% of cases, traditional interviews fail in evaluating a candidate’s soft skills
  • In the case of succession plans, the rate of success in occupying managerial positions is 70-80% in comparison to 50-55% for those managers who are brought in outside the company for the same job position
  • 33% of organisations believe they are using the appropriate methods of measuring the quality of their hirings and only 5% believe that their methods are optimal
  • 23% of potential talents are rejected from the hiring or promotion process due to the company’s inability to identify the real performance indicators
  • 16% of organisations do not know what types of talents they need to hire for their leadership positions
  • 42% of organisations are not aware of the necessary competencies their own leaders require

A remarkable correlation has been uncovered by Mercer is that the success of leadership in organisations is directly proportional to the adoption of assessment tools.

 

leadership-assessment success ratio Great People Inside

 

What organisational practices does Mercer recommend in order for companies to develop their success in terms of leadership:

  • Develop a proper and well-structured competencies system, giving organisations the help they need in discovering the types of people they need in the organization and what types of talents they should hire in the future
  • Use assessment tools in order to properly measure the ability level of talents with the purpose of making decisions based on real facts, thus increasing the company’s chances of recruiting the right people
  • Prepare a proper internal succession plan with the help of which organisations can develop their own talents and prepare them for leadership roles
  • Incorporate leadership in hiring decisions in order to assure that the firm’s leaders share the same values, vision and the company’s mission statement
  • Develop your hiring process to be more effortless and short. Real talents won’t wait for too long!

How can Great People Inside help you?

 First of all, we are aware that the first step into improving the workforce is that of identifying the key aspects that differentiate your organisation from all the rest. Once you have accomplished this first step, you will know what are your key performance indicators, what to identify when assessing candidates and employees by developing a well-structured competence system.

Secondly, our platform is extremely simple to customise in order for it to meet the clients’ needs. We offer you the possibility of either choosing one of the available models we have in place or you can request the appropriate dimensions to match your specific needs, thus making your whole recruitment process a lot easier.

 

Two of the solutions Great People Inside has to offer, GR8 Full Spectrum and GR8 Managers, are optimal instruments which are validated scientifically in order to ensure leadership success within your organisation:

GR8 Full Spectrum – The ultimate tool for measuring employee performance, GR8 Full Spectrum assesses everything from behavioural characteristics to cognitive ability and occupational interests. With this instrument, you’ll be able to get a full overview of an employee’s potential, along with his or her match on a per-organisation and per-position level. The assessment also offers suggestions for future development, as well as the opportunity to create your own content.

GR8 Managers – As people entrusted with a high level of responsibility, it stands to reason that managers will greatly benefit from a thorough assessment of their personality and skills. Inspired by Jim Kouzes and Barry Posner’s work the GR8 Managers tool focuses on identifying management potential from several different perspectives. These include the three main managerial qualities of fairness, foresight and inspiration, as well as the ability to work with generation diversity and in a VUCA (volatile, uncertain, complex, and ambiguous) environment.

Source: Leadership Hiring Trends Report 2019 – Mercer

 

Compartmentalisation and its Benefits

Compartmentalisation is an aspect which, whether we like it or not, applies to everything regarding our day to day lives. Given the fact that we are now connected to the whole wide world 24/7, it has become more important than ever to set boundaries and also respect them, which is, of course, no easy task. The obvious downside of not compartmentalizing and creating boundaries is that it inevitably leads to an ever-growing feeling of resentment over time. Sticking to your list is of the utmost importance.

Psychologically, compartmentalisation is seen as a defence or coping mechanism of the mind in order to protect itself which does not make it for a good read. In layman terms, our brains try to deal with various conflicting ideas at the same time. To put things into perspective, here a few examples: a person who lives the office in the evening and doesn’t want to think about work for the rest of the night because he wishes to enjoy some quality family time at game, a doctor who is religious and had to separate his or her beliefs in order to practice medicine at the highest standard or in even more extreme cases (because those exist too) soldiers who need to detach themselves from the traumatic events they have encountered in order for them to continue to operate in future battles.

In terms of coping strategies and exercises, they are mostly effective for a short period of time with both positive and negative aspects. It is beneficial for a person to compartmentalise, but you do not want to overdo it. To put things into perspective, the soldiers that have been mentioned above that are repressing their combat experiences, the moment they return to their normal lives back home, they experience numerous flashback episodes that are putting a huge strain on their mental health, especially in the cases of soldiers with Post-Traumatic Stress Disorder (PTSD) or Shell Shock as it was once known right after World War I.

As with every existing idea or suggestion, there are arguments and counter-arguments for carrying through with something or not. There is sufficient scientific data that leads to the idea of the multiple benefits of de-compartmentalisation. The theory in which people leave their personal lives in front of the office door sounds pretty amazing, in any way you like at it. However, in real life this actually means not bringing our entire personality and mentality to work. To be honest, a clear-cut delimitation between personal and professional is almost impossible for our minds to execute. Furthermore, social media is not helping anyone remaining 100% professional given the fact that most of us are connected on Facebook and/or Instagram with our colleagues.

Recent research has revealed a fact that always seemed as an added bonus at the office and that is to have workplace friendships, due to the simple fact that it leads to a significant increase in engagement, satisfaction and productivity. In 2014 survey where 716 working Americans were part of it, 71% of them loved their job given the fact that they had friends in the workforce, whilst only 24% of people surveyed enjoyed their job without having any friends.

To strengthen this point, in the New York Times bestseller ‘Wellbeing: The Five Essential Elements’ the author has said the following after analysing data gathered from Gallup studies from 150 countries: “Those who [have a best friend at work] are seven times more likely to be engaged in their jobs, are better at engaging customers, produce higher-quality work, have higher well-being, and are less likely to get injured on the job.”

Somehow, unsurprisingly, women have the ‘upper-hand’ in this matter, with 63% of office friendship being female-female. Furthermore, men also have fewer close friends outside of the office than women.

Learning to Compartmentalise

As stated above, compartmentalising requires isolating separate tasks in order for you to focus on each one exclusively.

The process of keeping work responsibilities and your personal life separate is definitely challenging, simply because this separation includes thoughts as well as actions. If, for example, you’re reading a bedtime story to your children in bed whilst also mentally composing an email for a client, you are creating a tremendous amount of stress and you will fail to offer your family the attention they deserve.
Compartmentalisation skills can be strengthened through the establishment of a time period that acts as a buffer between home and work life. If you commute, try to switch off by rewinding everything you did that day, plan ahead for the next day and realise that the work day is over. If home and family issues are the ones interfering with your work, use the same technique during the morning commute.

Prevent Multitasking

Even after you’ve established a strong mental separation between home and work, you can easily get distracted by the mere temptation of multitasking.

As compelling as multitasking is, it isn’t always the most effective way of operating. Some studies even have suggested that productivity falls up to 40% just by switching tasks.

If you’ve always been used to juggle numerous tasks at once, it can be fairly difficult to break that habit all of the sudden and change the way you work. Due to the fact that modern technology is one of the main factors of wanting to multitask, simply start by avoiding any type of screens you have while away from work.

One of the major distracting factors are social media apps like Facebook and Twitter. It would be wise to either turn off their notifications or installing apps that automatically block their activity during working hours.

Know and Understand Your Work

As vital as compartmentalisation is, there will be times when you will have to accept that you will need to multitask or that you cannot ignore external distractions. Usually, this is the case when there are major developments either positive or negative in one aspect of life or another.  If you manage to compartmentalise even 25% of your time, there will be a noticeable improvement in your work-life balance.

Just as the saying goes: ‘One thing at a time’, can be extremely useful even though it’s an old as time cliché.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

B_txt_14

Sources:

https://www.lifehack.org/789803/how-to-compartmentalize-time

https://www.inc.com/marissa-levin/focusing-on-whats-in-front-of-you-how-to-become-an-expert-at-compartmentalization.html

https://www.bustle.com/p/11-successful-women-on-how-they-compartmentalize-8380044

Networking Particularities of Men and Women

In today’s world of the corporate ladder, it is obvious to anyone that networking is the key that ultimately leads to career advancements. For example, through your own networking you could be selected for projects and assignments that will lead in future to a promotion. However, women don’t really reap the benefits of this ‘system’ given the simple fact that they are less likely to get hired or promoted in manager roles (i.e. 79 women promoted to 100 men promoted according to a 2018 study done by McKinsey & Co. and LeanIn.org called Women in the Workplace).

When women seek a professional mentor, the study has revealed, that they usually look for someone they want to be friends with rather than someone they can learn from. Other studies have shown women aren’t getting the tough feedback they require in order to move ahead. The best mentors will always push, dare, and confront their mentees, and challenge them to take on assignments that will further their career.

However, men look to form professional partnerships. Men have no issue doing business with anyone, even though they don’t necessarily like that particular someone, as long as that individual can help them achieve their goals. Men understand that a working relationship can be annulled when it’s no longer beneficial. Women have the tendency to be suspicious when utilising their social ties whilst also overemphasising the moral aspects of networking.

We know that social networks are critical to professional advancement. We also know that men are more likely to rise to leadership positions.

Why the difference?

Because women seek positions on an executive level they often face numerous cultural and political obstacles than men normally do, they benefit from an inner circle of close female contacts that can share private information about things like an organisation’s attitudes toward female leaders, which helps strengthen women’s job search, interviewing, and negotiation strategies.  While men had inner circles in their networks too – contacts that they communicated with most – we found that the gender composition of males’ inner circles was not related to job placement.

The Power of Direct Placement

Winning a placement within executive leadership positions straight out of masters degrees benefit both men and women alike. Early-career women, especially, can use this route to sidestep longstanding labour-market challenges, including stereotyping and discrimination, which result in lower pay, lesser advancement opportunities, and a higher rate of dropping out of the labour market altogether.

But little is known about the links between graduate school and placement into these positions.  We wanted to understand whether one’s network enables MBAs to find the right opportunities, setting the stage for successful careers.

To connect features of social networks at school to job placement success, we analysed 4.5 million anonymised email correspondences among a subset of all 728 MBA graduates (74.5% men, 25.5% women) in the classes of 2006 and 2007 at a top U.S. business school. We measured job placement success by the level of authority and pay each graduate achieved after school.

Network Smarter, Not Harder

Studies suggest that women can benefit from taking a strategic approach to networking.

First, seek quality over quantity in your overall network. Keep in mind in this context, is less a function of how many people you know but who those people are.  Identifying and connecting with people who are connected to multiple networks is a key strategy.

Related to that point is the idea of embracing randomness. The more you associate with similar-minded or experienced people, the less likely you will be to diversify your network and inner circle. Because we tend to target actively when we network, we are prone to restrict targeting to people most like ourselves.

How do you break the pattern? Try random selection. We found that the random sorting of business-school students into sections, for example, raised the odds that female students will befriend those with experience and goals beyond their own, again expanding their knowledge and contacts in career-enhancing ways. Randomness democratizes the networking process, ultimately enhancing it.

Finally, beware a closed inner circle. When your inner circle is too interconnected—the people within it are similar and have similar contacts—it can feel socially secure but fail to generate key insights and opportunities. Workplace or industry affinity groups, for example, become closed structures in many cases. There’s nothing wrong with being part of such a group, but try to complement it with others representing more diverse experience and connections.

Employers, too, can aim to create more diverse small groups, to promote the development of women. Rather than creating just an affinity group of female coders, for example, populate a separate group with members from a cross-section of the organization that increase the chances of making unexpected connections, to better inform and support individuals.

Various studies also suggest that women face a greater challenge in networking to find professional opportunities – they, more than men, need to maintain both wide networks and informative inner circles in order to land the best positions. The good news is that by taking a smart approach, women can continue to find meaningful advancement possibilities while helping their peers and more junior contacts do the same.

Recent studies suggest women require a female-only inner circle in order to thrive and a larger well-connected networking system in regards to professional advancement. Men, on the other hand, do not do so well when engaging in a same-sex inner circle at all. All in all, it can be concluded that, for women, a networking system is simply not enough. It is clear that women have to network smarter and quite differently than men. It may sound exhausting, but it’s definitely worth it.

There is a real value in providing companies with the tools to carry out regular organisational assessments and this is where Great People Inside comes to your aid. Our online platform offers the best solutions and tools for your company to thrive in every type of industry and any possible situation your organisation may find itself. In terms of lowering your employee turnover rates, we recommend our GR8 Full Spectrum assessment for hiring and 360° Survey for retention. Finding the right talent, the best fit for the job and your organisation can be a very challenging task. It requires deep knowledge of your own organisation’s culture and a keen understanding of the candidate’s personality, strengths, interests, work style and other characteristics. Our technology and solutions will do the work for you, helping you find employees who can flourish and reach the highest performance required to constantly bring your company forward.

Request a free demo:

B_txt_14

Sources:

https://www.wired.com/story/women-leadership-job-networking/

https://www.fastcompany.com/90277129/the-hidden-networking-gap-between-men-and-women

https://hbr.org/2019/02/research-men-and-women-need-different-kinds-of-networks-to-succeed