Managing conflicts within your business

Disagreements, miscommunications and misunderstandings are never absent in any organisation, even in business teams. There will always be varying opinions and work styles because each individual is different and you cannot always control how they respond to certain situations. But when all these arise into a conflict, how do you handle them so that the entire team is not affected and work will not be jeopardised?

Before a conflict can escalate into something uncontrollable, it is better to nip it in the bud, come up with a resolution and review ways on how you can avoid such situations in the future. These are some tips and insights on how you deal with conflicts and ease the tension within your team. The aim is that differences and problems will be resolved, build better working relationships and lessen similar instances going forward.

Have an open and honest dialogue

The first thing to do when there are misunderstandings and opposing sides on certain issues is to come together and have a dialogue between the parties involved. A mediator can help neutralise any agitation and encourage a calm and genuine discussion. It’s good to see each other’s side as to where they are coming from, where the gap happened and where both parties can be heading after the dialogue. 

“For us, open and honest conversation is the key to conflict resolution; overseen by a third party if it cannot be resolved between team members,” shares Nitasha Badhwar, Co-founder and Chief Strategy Officer of Sunpower Renewables.

Nitasha explains, “Company culture is very important in instilling a strong sense of ownership of a common goal within the team and our shared common objectives act as a strong unifying force. We do have a lot of passion and enthusiasm within the team, which sometimes leads to frayed nerves and strongly differing opinions. Ultimately, as team members with a common objective and compassion for the environment (being a renewable energy company with a focus on sustainability) and one another, it is easy to find our way back to a resolution. The understanding of each other’s roles and responsibilities from the ‘buddy days’ also creates a better understanding of each other’s perspectives while working towards resolving the conflict.”

Clarify intentions and interpretations

Conflicts sometimes happen due to communication errors. It could be that the message was not conveyed clearly, the message or the feedback was misunderstood, or there were gaps along the way, such as lack of information or delay in communication. People may perceive things at one angle only, and thus, often arrive at a different conclusion, which may raise antagonism or discord. This is often a challenge nowadays, especially with the lack of face-to-face communication among colleagues and co-workers.

John Bevitt, Managing Director at Honeycomb Strategy, acknowledges this as a concern to having effective team communication. “I would say that the majority of ‘conflicts’ that happen within the team occur because of a miscommunication or misunderstanding – which has only been enhanced during COVID-19 and lockdowns when everyone’s working remotely and predominantly communicating through email and Slack.”

So, how do they address such concerns? Here’s what John imparts. “With 93% of communication being non-verbal, you miss all the cues that help to understand someone’s intentions when you communicate through text. So the first thing we do now whenever we feel there’s a risk of a misunderstanding is jump on a Zoom or phone call to discuss. Once something has been discussed, having the other person playback their interpretation of what’s been covered and clearly communicate next steps and actions help further minimise the chances of miscommunication and make sure that the team is in alignment.”

Create a culture of care and compassion

There’s a saying that “prevention is better than cure”, and it’s the same with conflict. It’s better to mitigate things and prevent them from escalating into a full-blown dispute. This is what Karl Simity, Managing Director of Canopy, tries to achieve within his team by having a corporate culture where members extend kindness and understanding to one another.

He illustrates, “Our focus is on making sure that it never gets to ‘Conflict’. I believe that a major contributor to this is having the value of first-class communications embedded within our culture. First-class communications to us are anticipating concerns and communicating any problems before they become an issue. We pride ourselves on always being clear and honest in the way we communicate with one another. In being authentic with our communication, we avoid any conflict and challenges are dealt with head-on and resolved from a place of care and compassion.”

How do you handle conflict in your workplace? Share with us your tips and experiences.

The importance of succession planning

Recent global events have taken many of us by surprise, reminding us that planning and preparation for the inevitable must be taken into serious consideration. It goes not only for our individual lives but also, and most especially, in business. One of the things that business owners and HR managers must have is a viable succession plan and strategy in place for the longevity and sustainability of the business.

A succession plan helps prepare a business avoid any vacuum within the organisation that may be caused any eventuality. It is by being ready to fill in key positions with the right persons fit for the role. According to Rahul Kale, Director at Sunpower Renewables, “Succession is a layered approach for our business, and I am particularly on the lookout for the key positions that drive our business – Head of Innovation, Head of Strategy, Head of Business Development and Head of Engineering. We tend to hire accordingly for these positions and start right from the hiring process.”

It's not just in the hiring process, but Rahul and his team also look into their internal talents. “There are regular succession planning discussions during our management meetings, and we always have a plan A, B and C in place. I also ask the respective Department Heads to groom their key personnel and do trial runs when they are on holiday. You will be amazed to see what some people can do when you empower them and give them more responsibility. It is important to provide job security to the right people, so they want to groom people and are not threatened by succession planning discussions,” Rahul remarked.

Succession planning also enables entrepreneurs to work on the business rather than in the business, which can allow the enterprise to keep running even in their absence or with minimal supervision from the business owner. With this, Rahul added, “From a leadership perspective, my spouse and I do the same thing and interchange roles regularly. In doing so, you can also see where the company’s systems must be strengthened which then allows good people to work more effectively. We also have a succession plan for the company’s ownership to ensure the longevity of the organisation and brand that we have developed.”

Malcolm Bean, Director at Beanmkrgy, also shared their succession strategy in their company. "We talk to leaders about their departure from the business and how that looks like to them and when. Encouraging them to write a plan to move onto the next thing so we can assist. Often, this results in longer tenure and discovering other opportunities for A-players in the business. Ideally, the leader is part of the plan to build or source out succession individuals into the business as we work on the departure of team members or towards the next thing. As a team, we talk about talent or ‘rare needles in a haystack’ regularly. The point is that talent (opportunity) often presents itself over time, many times when we are not looking. So when we see it, we need to secure them into our business ASAP.”

For Meirav Ambar, Partner at Trendtrade International, it also starts from selecting the right people, whether as team members or third-party providers. Meirav expounded, “No doubt, choose the right partners – first and foremost, your business partners (the best in the world are taken by me!), and then everyone you work with. I do not work with suppliers, customers and service providers. I see all of us as partners, and I choose to work with partners that share the same values and whom I can trust.”

On the other hand, whilst Lauren Staley, Managing Director of Infolio Property Advisors, does not see herself taking a step back from her business anytime soon, she’s already laying the foundations to make her business ready while she’s still determining her next steps. “I’d like to say I’m super clear on this, but frankly, I’m not – currently I am building the rent roll as that is the most saleable part of my business. I’m working on the balance sheet and accounting to make it as clean as possible so that if a buyer did come along, I can be ready. I’m also currently grooming a member of my team to be able to take the driver’s seat for me.  Once I have these ducks firmly in a row, I will have the headspace to think about what next.  I love what I do so it’s hard to see myself out of it, yet,” she explained.

Succession planning is just one way to trouble-proof one’s business. Although we cannot predict and fully prepare for the future, it pays when one takes the necessary steps to lessen any negative impact that an unforeseen circumstance may bring. Have you given a thought to your succession plan? What actions have you taken to make your business future-ready?

How do you retain good employees?

This is a question that many business owners and managers often ask. It is because having good employees and retaining them are important to running a successful business. There are no easy ways to do it, so we sought the help of some members of EO Melbourne on their experiences and best practices that may also be helpful to other entrepreneurs.

Meirav Ambar, Partner at Trendtrade International, Malcolm Bean, Director at Beanmkrgy Pty Ltd., Rahul Kale, Director at Sunpower Renewables, Aaron Smith, Founder of KX Pilates, and Lauren Staley, Managing Director of Infolio Property Advisors shared some of the things they do on how to keep good employees within their team.

Build a healthy work environment

Looking after the well-being of your team members help in employee retention. For Lauren Staley, what she did is that “I created an office ‘Zen Den’ this is where staff can ‘zen out’, meditate, relax, etc. We also hold nutrition workshops for staff in this space, as well as yoga and mindfulness sessions. We have a masseuse come to the office once a month.” Apart from that they also provide clear feedback on staff performance and quality of work, regular training, and leadership paths.

Create a good corporate culture and path for growth

Culture is paramount in every organisation and it plays a significant role in the longevity of a business. It shapes the work landscape and the dynamics among team members. Aaron Smith shared that it is helpful to “create an amazing culture in an amazing environment through vulnerable and courageous leadership and be flexible with and care for each individual's circumstances. As the owner, it is your job to create a pathway for your employees to develop and grow. Give them ownership whilst providing accountability. And most importantly, have FUN! If people LOVE working for you and your company you'll retain them for the long run.”

Value your good employees

Employees tend to stay longer in an organisation where they feel they are being valued. Rahul Kale stressed the importance of this. “First, you must respect your employees and understand the value they bring to your organization. If you judge a fish on its ability to climb a mountain it will always disappoint you. You must value the individual’s skill set that they bring to the table and empower them to function at their optimal level.”

He added, “I like to ensure that the worthy employees are compensated well, both in terms of monetary benefits and job satisfaction, and give them their space to work. By worthy, I mean those who take on responsibility and like to see things through. Our process starts right from the interview stage where we try and understand the employees’ strengths and weaknesses and then give them the required support, training, and opportunities to excel in their role. Investing in our employees to upskill, train and motivate them is another great employee retention strategy as it works well for both – the employee and the organisation.”

“The company’s culture and policies play an important role in defining the working parameters for your team – once defined, it is important to empower and allow someone the space to do what they do best. I am not a big micromanager and prefer employees who take on the responsibility and accountability to go above and beyond. Understanding each employee’s learning curve and giving them the time to settle in truly do wonders for their self-development and overall team morale,” he iterated. Rahul also quoted Sam Walton wherein, “Outstanding leaders go out of the way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish.”

Put clear action plans and customise strategies for different employees

Meirav Ambar also discussed some of the strategies she does within her business in keeping good employees. “I do a few things, and of course adapt the strategy according to the specific employee:

1.)    The people we work with are the people we play most time with. While we manage a highly professionally driven environment, we also have a lot of fun.

2.)    Every employee has clear KPIs and a clear action plan which we regularly review. Clear KPIs are important for our sense of accomplishment and value.

3.)    Most importantly, I trust them. I truly believe that micromanagement is the worst form of management and is the main reason ambitious employees leave their place of work.”

Maintain a strong relationship with your employees

On the other hand, what Malcolm Bean usually does is that he "strives to have independent direct relationships with my team members, especially with the A-players, and work on these weekly. Each person is different, and a deep relationship results in a customised or independent career and life plan. Often, people don't leave the job, they leave you because there wasn't true mutual understanding and connection.”

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How about you? What do you do to retain your good employees? Share with us your tips through the comments section below.

Ways to motivate your staff at work: 5 tips from EO Melbourne Members

One of the factors of a successful business is having a strong and dedicated team that keeps the organisation running like a well-oiled machine. However, no matter how passionate, hardworking and talented your people are, they still experience exhaustion, burnout, boredom, frustration, disappointment and all other things that may slow down or hinder your progress.

Your workforce is an important asset of your business. It is just fitting that you look after their welfare and keep them motivated at work to inspire them to do their best, perform well and hit their targets. EO Melbourne members share various ways on how to encourage your team members and inspire them to keep going.

Communicate your vision and plans

Having a shared vision and goal, such as where you want to bring the business and how you want to get there, is essential in leading a team. Apart from being transparent when it comes to your objectives and plans for your enterprise, there are also advantages when you present to them how they can grow and develop within your organisation because it helps them to visualise and understand that when your business advances, it also has a positive ripple effect on them.

A helpful tip from John Liston, Director at Liston Newton Advisory is “I try to communicate clearly the vision of the business and where we are going together. The vision of the business is that we grow in size, and there are more opportunities for career growth, development and personal wealth for all those involved. The price of admission to be on that journey is that all staff own their numbers and hit their targets.” 

Give affirmation

Sometimes, all it takes is a little push or a few words of encouragement to bring out the best in them. Trusting in your team’s capabilities enables them to prove themselves worthy of such trust and empowers them to come up with strategies and plans that will help them achieve their targets. Affirming their good works also emboldens them to always put their best foot forward in everything they do. That is why Carlo Santoro, Founder of RetailCare, makes sure that he is “standing alongside the team at all times and giving them deep confidence in their skills and ability.”

Conduct regular huddles

Constant interaction and communication is key to a stronger team. And even when some of your staff may be working from home or in remote locations, find time to have regular contact and huddles to discuss various updates, concerns and other aspects of their job and areas that may also be affecting their work. Take this also as an opportunity to talk about light matters that can make your regular meetings more interesting and fun.

As an example, Punchy Digital Media Managing Director Anthony Lam shared, “One of my favourite things that we do is we start our Friday weekly huddle with a communication starter and go around the team. These can range from light-hearted to some very deep questions that let us learn more about each other.”

Jason Ellenport and his team at Edison Partners also do something similar to what Anthony imparted. “During the lockdown, we ran regular short 30-minute daily WIP sessions to ensure the team was on the same page. This was supplemented by a ‘Friday drinks’ session to maintain informal team interaction and culture,” Jason conveyed.

Have some fun activities with the staff

Organise some fun activities and interesting initiatives for you and your team outside of your regular meetings. You can do team building sessions or have monthly or quarterly get-togethers or arrange for small put a hobby corner at your workplace. There are many things you can do and you can even tap on your staff to take the initiative on this. Sometimes, it’s good to see the various sides of your team members where they are not confined to stiff and structured environments.

Professional EOS Implementer and the Director/General Manager of DWM Solutions Jeni Clift shares a brilliant idea on how to inject enjoyment in the workplace. “I am an eDISC Practitioner and run some activities around the different behaviour styles to give people a greater understanding of how different people behave. One of these is set in a pretend café and is always different and fun.”

Reward them for a job well done

Having a reward system is one of the methods business owners implement in organisations because it’s a key motivation as well as a form of recognition to those who do their job well and even beyond expectations. Some rewards may come in the form of incentives, awards, promotions or gifts. It’s also important that you understand the kind of remunerations that will appeal to your team. There may be those who appreciate getting material gifts while others may prefer having a one-of-a-kind experience.

One example is going on trips like how Nathan Chan, CEO and Publisher of Foundr Magazine, and his team has done. “We did an all-expenses-paid trip with our team to Thailand for hitting our annual revenue goal targets. It was an incredible shared experience and brought the team closer together.”

There are various ways to encourage your staff to perform well and achieve their goals and targets. Please share with us your experience on how you have done it in your organisation through the comment section below. We’d love to hear your story as it may also inspire others to do the same.

Hiring the right person is not enough, then it comes the induction process…

Hiring new staff members is crucial because it takes a lot of time and effort in introducing them to the team and your corporate culture, as well as briefing them on how things are done in our organisation. It’s one thing to have a strong recruitment process where you ensure you select the right candidate and it’s another to successfully bring that person on board to be part of the team. The Induction training puts structure and system in making sure that nothing is missed in the process of onboarding.

Lauren Staley, Managing Director of Infolio Property Advisors, an experienced collective of buyer advocates, vendor advocates & property managers, and Miguel Donnenfield, Co-Founder of Creativa Videos, an animation and video production studio, share how they train new members of the team to make sure that the new hires acquire the necessary knowledge and skills needed for the job.

1.       Have an induction plan or process in place

According to Lauren, the induction training they do in Infolio comes in two parts. “The first one is an overview of the administrative details, while the second part dwells more on the practical side of the business,” she explained.

On the other hand, Creativa has been through different stages when it comes to inducting its new personnel, “which we learned along the way and kept improving,” as Miguel would describe it.

He elaborated, “We ended up with a solid induction process, which never stayed still and was refined every single time. Our tool for the induction process included:

• A plan with the usual steps depending on the role

• An internal comprehensive tasks sheet

• A Learning Management System (LMS) with a series of videos and documents

• Reviewing the "Prism" Behavioural tool and showing them the one from their peers

The LMS had a series of videos that allow the new person to be familiar with the various aspects of the company, such as the company’s purpose, why the company exists, the company’s Values, Vision and Mission, and its corporate culture. It also covered the tools that the company uses, which included emails, internal phone, Slack, and how they are utilised in the organisation. Their LMS also had specific videos depending on the role the new person is taking with options for freelancers and interns.”

“We make sure we follow a process and a checklist for their induction.”

- Lauren Staley, Managing Director of Infolio Property Advisors

2.       Create a task list and training manual

One of the important things that Lauren cited is having a task list for the new hire. “We make sure we follow a process and a checklist for their induction. We spend a whole day completing the induction, which has a task list that requires signing off before they can be handed over for practical on-the-job training. Both the inductee and the inductor have to sign off on each task to say they have adequately explained and understood the learnings.”

Similarly, Miguel stated that the tasks sheet is within their project’s process. “These tasks were grouped depending on the topic. The technical details included were creating a new email account, the signature, giving access to different platforms and accounts and other people's calendars, creating the alarm code, the access code, buying licences, etc. We even had a list of what needs to be done when an employee leaves the company.”

Apart from the checklists, Lauren also finds training manuals as an invaluable tool in the induction training. “Training manuals and checklists for staff are important to ensure they have accountability. But apart from that, they will also feel they have something to lean on when they need assistance before coming to you,” she said.

3.       Spend time with the new member and connect them with other members

“The most import thing I have learnt is to spend ample time with the new staff, ensure they understand the business, ensure they know what resources they have and give them the time to learn properly,” Lauren noted. “We now have our staff spend a morning or afternoon with any of the other teams within the office so that they understand the connection and importance of each role and division within the organisation,” she added.

Meanwhile, Miguel described how the first two weeks of the induction process goes. “We would usually plan a series of internal meetings with different people, going over the content of the LMS videos and explaining them in-depth. Other meetings would include people from the role's team, where we go over more specifically into the role, the position description (PD) and what is expected from the person.”

And it doesn’t end there. “The initial month or so would be in close contact with the person to ensure it is clear what needs to be done. It is also to check how the person feels and how they are adapting to the company culture and the team. Then we will spread out the meetings to a monthly schedule for the initial probation period, which is usually 6 months,” described Miguel.

“From the moment the decision to bring a new person on board is there, you have to start planning.”

- Miguel Donnenfield, Co-Founder of Creativa Videos

4.       Other tips and key learnings

For those without an induction training yet in their organisation, Lauren suggests getting outside help from experts. “If you don’t have a process in your company, find someone who does. Find someone who does it well and get their advice.”

For Miguel, the key is having a concrete plan. “From the moment the decision to bring a new person on board is there, you have to start planning. Ensure that the PD is correct, succinct and doesn't have hundreds of tasks and responsibilities. Sometimes, we divide them into the Main/Most Important Tasks and regular tasks. Start planning right from the beginning where the person will seat, what computer will use, etc. Who will be assigned as the buddy to be there when needed? How much time does this person have? Maybe we need multiple people? Start blocking time on their calendars, even though you might end up moving it once you know when the person will start.”

Let us know some of your best practices when it comes to training your new personnel. Share your tips, too, through the comment section below.

How to do a proper handover and transition at work

People exiting an organisation is a common occurrence in every business. There are plenty of reasons why staff members leave the company. Whatever is the circumstance behind an employee departing, the changing of employees is something that every entrepreneur should prepare for to ensure that there are no gaps in-between periods of a team member leaving and a new one coming in.

A common scenario is to secure a short overlap of time where new and old staff can work together. However there are many times when the outgoing staff member has already ended their service while the incoming person has not yet begun working in the company. Whichever circumstance you have in your business, it is best to assign a person, such as an HR staff or team leader or office manager, to oversee that proper turnover is done by the exiting employee.

Below are a few pointers to facilitate a smooth transition of work so that nothing is left unattended when someone leaves your team.

Have a turnover meeting

It may take a single meeting with the outgoing staff member or a series of meetings to discuss the transition and handing over of tasks. Let the employee give you an overview of the day-to-day activities of the position the person is holding, incomplete tasks, and other pertinent information you may need to continue where the member has left off. If a new person is already reporting, sit together with both of them so that you can all discuss pending matters that the departing person will be leaving behind as well as orient the incoming employee about the role.

Create a turnover document

Prepare a checklist of things you need from the employee so that it’s easier to navigate through the tasks once the position is left vacant. The document includes the list of files being handed over, unfinished tasks or unfulfilled responsibilities, and the contact details of clients, suppliers and other stakeholders they normally deal with while working in the organisation. If the person is handling social media accounts and online access on behalf of the company, get the account information and passwords. The document becomes a reference for you and the one who will be filling in the role.

Check physical and digital files being left behind

Don’t just simply receive the files handed over to you. Review them and familiarise with them, especially with contracts and important documents. For the soft files, understand how they are organised so it’s easy for you to look for them in the future. Verify the list of files given to you and check thoroughly in case something is missing or forgotten.

Get introduced to accounts, clients or contacts the person is handling

In positions where the employee has several external contacts or dealings with, such as in sales and marketing, be sure to get the directory of these accounts. Set a timeline where the outgoing team member introduces you or the new person to people they regularly come in contact with during their tenure in your company.

Set a period to shadow the outgoing employee

Sitting down one time or having a single meeting before the employee leaves may not be enough to fully cover the gaps. If a new person has begun reporting, let that person shadow the outgoing employee as part of the new staff training and orientation. Otherwise, if there’s still no one to take the place of that team member assign someone who will shadow the person or document the day-to-day tasks and activities properly to have a smooth onboarding process when the new person comes in.

Generally, it is easier and more cost efficient to retain good people because hiring a new one takes a lot of effort and energy. However, since it cannot be avoided that people will leave an organisation, better be prepared for this eventuality by setting up a system that will make handing over of tasks seamless that will ensure the continuity of tasks.

Supporting your team during a crisis

A crisis, big or small, can cause a lot of stress and anxiety to a lot of people. As you look after your business and your well-being, make sure that the welfare of your people, which forms the backbone of a company, are also given much attention.

When problems arise that may affect the future of a company, it cannot be avoided that people will feel unsure. How do you support your team during challenging times and lead them through it? Before it can get worse and cause bigger problems, it is better to meet it head-on and help them steer through the problems as a team. They will look to you for guidance and inspiration, so you have to take care of your mental state first to be able to have the strength and competence to direct them amidst the chaos and confusion.

Open lines of communication

Be transparent. Listen to their concerns. Inform them of pertinent details so they will understand the whole picture. If there is any decrease in sales or drop in revenues, let them know about it. Reach out to your staff as they may be hesitant to approach you. Open your lines of communication to avoid misinterpretation and false information to spread within your organisation.

Adjust some work policies and benefits

You might want to loosen some things in your company while undergoing a crisis. Others lessen work hours, ease the workload, allow their staff to work from home or provide some form of flexibility with how work is done. Check your resources if you can extend some in-kind or monetary support to your team, especially when a disaster, tragedy or pandemic is happening.

Organise your team in a new set-up

If changes are happening within your organisational structure or operation procedures or systems make sure to provide distinct directions or instructions for better guidance. People tend to look up to or rely on a leader to clear a path amidst the chaos. Managing change during a crisis is essential to ease people’s anxiety and prevent confusion.

Provide support for their mental health

With all the external pressures that a crisis may bring to your people, your organisation can help by not putting so much burden to them but by helping them navigate through it. An HR team or consultant may have to look after the welfare of your people. Often, they need to have someone available whom they can talk to, especially an expert who can help them deal with things. Come up with avenues for your staff to be able to process what they are going through. You may also have to put together resources that can help them survive.

The important thing is that as you and your team go through hardships, they should feel that you are in this together and that you understand their predicament.

Dealing with high emotions at work

Organisations and businesses are composed of people. Emotions are part of our human nature, and they may intensify when we interact with others. When you are working as a team, and there is so much energy, pressure, egos and excitement in the environment, it is unavoidable that emotions may run high, which can lead to conflicts or friction among colleagues.

Let’s focus more on volatile emotions that, if remained unchecked, may cause harm to one’s well-being or professional relationship. Anger, disappointment, frustration, distress, resentment, fear, sadness, displeasure and anxiety are just some of the sentiments one may feel towards a situation or person. However, even if one’s negative sensation is not necessarily directed to all the people within an organisation, it can stir the office atmosphere and create a ripple effect of undesirable energy that may not be helpful to everyone around.

While work may cause a lot of stress on people, it is undeniable that some negative feelings may be caused by external forces, such as personal concerns and other factors that may not be work-related. You must acknowledge such emotions, whether yours or from others, and not repress them. Better yet, talk it out in a composed and calm fashion to eliminate any misunderstanding, acknowledge any mistake and move towards an amicable solution.

Manage your own emotions first

Whether you are the one who is at the height of emotions or dealing with someone who is, you must keep your reaction under control. It is innate for human beings to have feelings but it is also the nature of feelings to change over time, depending on the circumstances and how people deal with them. To avoid causing distress or wreaking havoc on your team or clients because of what you feel, you may find these tips helpful.

Take a deep breath and have a minute to compose yourself

Before you face anyone, allot a minute or two for yourself to take a deep breath and clear your head. Sometimes, you need a moment to identify your emotions and process things internally or prepare yourself for what’s to come.

Talk it out with someone you trust

If you feel sad, angry, anxious or anything else that is weighing you down, try to talk about it to someone you trust. Maybe a lending ear or a reassuring remark can help ease the burden off your shoulders.

Do an activity to relieve you of such emotions

Go for a walk outside, squeeze some stress balls, listen to soft music or have a cup of tea. Try to do an activity that can help you calm down or relax, even for a short while, before you continue with the tasks at hand.

Outline the things you can do to mitigate the issue

You may not fully control the thoughts and feelings of other people but you can do something about yours. When you have cleared your mind and identified the root cause of your emotions, list the things you can do on your part to resolve or mitigate the issue. Do you need to talk to someone? Do you need to verify something? Is there a need to correct a person, a process or a situation?

Manage your people’s emotions

Before you are going to deal with the emotions of others, make sure that you are in the right frame of mind to face the person who is having an emotional breakdown. Whether those sensations are work-related or personal issues, not attending to the emotional needs of your team members may affect everyone else in the organisation. Although you may have an HR who can focus on these matters, there are instances when your team people will look to you for support, comfort or resolution. How do you become a beacon of light for them when they are in distress?

Make the person calm down and listen

Let the person calm down. Offer a glass of water and allow emotions to subside. Lead the person to a private space for a chat. This way, the person will not feel embarrassed while not disrupting the rest of the team with an outburst. Ask the one involved how he feels, listen to his concerns and affirm his emotions.

Check facts, verify details and know the reasons for such feelings

Get to the bottom of the matter. Know the reason why your people feel that way. See the big picture so you can better understand the person. If there’s a conflict between colleagues, listen to both sides of the story and look at the situation from various angles and lens.

Steer them towards a solution

If it is due to personal issues, you can ask questions that will help lead the person to a solution. However, if such feelings were brought about by work, you can probably come up with steps that can help alleviate negative emotions in the workplace.

No matter how much you keep things professional at work, it is inevitable for people to feel slighted, offended or dejected in the office. Personal feelings can also come into play and small issues may blow up along the way. These are things that must not be ignored. For your business not to suffer, along with relationships within your organisation, it is better to nip it from the bud by attending to such concerns early on.

Mentoring your team effectively

Business growth is not only measured by the increase in sales and profit but also on how the organisation develops and improves. Human resource development allows you to shape the people within your organisation and let your venture grow and thrive.

Whether there is a newbie in your team, someone up for promotion, a member being honed for succession or only a skeleton staff is working and you have to deal with a lean organisation, training a team member is part of your human resource development. One form of training is by mentoring, which is teaching new skills, adding knowledge and guiding the person-in-training.

It can be done formally and informally, as mentorship can also be part of your corporate culture. However, if you have a goal in mind and to make sure that your mentorship is effective, there must be a certain framework where the mentor and mentee can refer to as they go through the process. You or your HR may outline the things needed for mentoring, such as the activities we have listed below.

Do a skills review

Before you plan out how you will conduct your mentoring, do first a skills review so that you can identify the strengths and weaknesses that the person can work on as well as where the skills set can fit in your organisation. What are the competencies that need to be built up? What talents and capabilities that must be instilled in the mentee?

Set clear objectives and accountabilities

Once you have identified the skills that can be enhanced and those that still need to be developed, design the objectives and measurable goals of your mentoring. Draw up an action plan and specify who is accountable for which. Stipulate how you will achieve your goals and how to evaluate if the mentoring is indeed successful.

Build a good mentor-mentee relationship

As much as you have a goal in mind, don’t forget to put importance on the whole process and the relationship. As tennis player Arthur Ashe once said, “Success is a journey, not a destination. The doing is more important than the outcome.”

Trust is a good foundation to make the mentorship a fruitful one. Mentors must exercise patience and provide motivation and inspiration to the mentee. On the other hand, the mentee must be open to correction and learning so that the lessons that the entire experience can bring will be ingrained deeply to one’s frame of mind.

Delegate and assign tasks

Experience, as they say, is the best teacher. The best way to mentor someone is to allow them to be immersed in various situations where they can exercise good judgment and resourcefulness. Delegate tasks that the person can work on. Don’t spoon-feed. Rather, be a guide and allow room for the person to do things based on his abilities and work style.

Monitor and evaluate

Have a regular huddle or avenue where you can assess the short-term goals of your mentoring. By monitoring the progress of the process, you will be able to define the areas where you need to work on the most to achieve the objectives you have set for this mentorship.

Mentoring is a way of sharing knowledge and building expertise among your people. As your team develops, your business will also grow. Even when you have a lean organisation, if you have quality people, it will keep your venture going. Moreover, looking after the improvement of your staff also boosts their morale and strengthens your relationship with each other. But as you mentor your people, it is also best that you also look after your professional growth. Have someone mentor you as well so that you keep on increasing, expanding and improving your skills set and experience as an entrepreneur.

Letting go of employees

Certain circumstances may cause you to rethink your current organisational line-up and let go of some people in your team. Staff members performing poorly at work, acquisition or merger that may result in redundancy or financial difficulties or disasters that force businesses to downsize. Firing an employee is not always easy and may sometimes be unpleasant.

However, business owners have to face the situation and deal with the difficulties for the good of the company and the people who will remain in your organisation. How do you go about letting go of an employee?  

Check the laws and confer with your HR

Consult with a legal expert or refer to your local labour laws to avoid complications and ensure that everything is done appropriately. If you have a Human Resource department, empower your HR team and let them take the needed actions. Make sure that you process everything by the book.

Review the documents and assess the situation

You need to have a basis for why you need to release someone from his position or spot in your organisational structure. Make a decision that is backed up by data, so make sure that proper documentation is in place.

Plan the transition process

Before you start the ball rolling, plan out how to go about with the process. Do you need to issue a warning first? If the option is clear to fire the employee, have a checklist of what needs to be done and the crucial steps that must be taken to ensure a smooth transition of tasks and responsibilities. Include in your plan on how to avoid or lessen the negative impact of your decision on the business and the team.

Talk privately with the employee

The person concerned may not be able to fully grasp why you have to let him go. To prevent hostile scenarios, speak with the employee in private. Stay on the course and be direct without being antagonistic. There’s no need to sugarcoat things as well, but be diplomatic when you have to explain the whole picture and lay down the next steps.

Carry out changes and adjustments

The next step is to secure your company’s assets and information, which has to be explained thoroughly to the employee leaving your organisation. Also, you need to have alternatives when the position is left vacant to ensure that there is no void in the work you render to your clients and customers. Discuss with your other team members on the next steps to be taken as the employee turns over his responsibilities to the remaining staff.

It is often a sensitive issue to let go of an employee, regardless of the circumstance. The last thing you want is for emotions to run high. Don’t let tension take control of the situation. If a third-party or a consultant is needed to manage this scenario, tap into the expertise of those who the capability to do this. Don’t drag the situation too long and don’t delay the process. Settle things peacefully, learn from the experience and move forward to other important matters in your business.

Inspiring creativity in your team

How conducive is your workplace for your team members to think creatively? It’s not just the physical space but also the culture, interactions and systems in your organisation as well. Creativity is important in your day-to-day activities in business. Whether it is for a major project or a simple solution to a minor mishap, a dose of creativity can go a long way.

Creativity can thrive in an environment where there is fertile ground for the mind to flourish. Once the mind works, it can know no bounds unless you block it and do not nurture its capabilities. If you want your workplace to be charged with creative energy, there are many things you can do to encourage it in your team.

Come up with special projects

It could be a group project or an individual activity that you can allow your staff to initiate in your office. You can even come up with small contests or competitions depending on the interests of your staff and team. Some companies empower their members to organise fun bonding activities or volunteer works where they get to shine outside their scope of work.

Make room for collaboration

Many say that two heads are better than one. Allow your people to expand their knowledge and learn from each other through collaborative works that you can enforce within your organisation. They can share their expertise and enhance their skills by mentoring one another on something that they can consider as their special skill or talent.

Invite experts and allow sharing of ideas

Let your staff learn something new by inviting outside experts that can introduce a fresh concept to them. Third-party consultants can judge their special projects or conduct activities that will add a different perspective to the team. People usually act differently when with a new person than with familiar faces, and having someone on certain occasions may inject a fresh vibe to your team.

Have time for fun and play

Allot a corner in your workplace where your staff can take a break from work and relax their minds. Come up with fun games outside of work. Celebrate little successes. Eat out. Take a trip together. Share a hobby or interest. Let them stretch out their mind by getting involved in something that can make them smile and laugh. Give them a free hand in organising such things o that they won’t feel it as an obligation at work.

Do brainstorming sessions

If there’s a crucial point in your business that you need to do, such as meeting targets or levelling up a service to a client or scaling your venture, involve your team members in the process. Cultivate the culture of challenge and openness to ideas by conducting brainstorming sessions whenever you can. Letting your people know that you value their inputs will motivate them to think creatively.

Acknowledge great ideas and reward them

Another good way to encourage and inspire creativity among your team members is to recognise their good works and reward positive results. That will boost their morale and push them to strive to be even better. It will also embolden the rest of your staff, especially new ones, to aspire for something and aim to achieve a certain goal.

There are other different ways to incite creativity in your workplace. It will depend on the kind of people and culture you have within your organisation. You will have to observe, get inputs and often test the waters on the various methods to find the most effective ones that can foster inventiveness, innovation and ingenuity among your team members. And often, you have to introduce new ways to keep them coming and evolving.

Shaping your corporate culture

Corporate culture is an important facet in the success and longevity of a company. Similarly, if a corporate culture incites undesirable behaviours within its people, it may lead to the downfall of an organisation.

Culture is not something that is built overnight. It develops over time until it becomes a standard and comfort zone of a set of people. When it is ingrained deeply in their minds and conduct, it becomes an accepted norm. On the other hand, the wrong values or culture that become a regular practice in your organisation will be difficult to undo and change to how you want it to be.

Hence, it is vital that an entrepreneur shapes the corporate culture of his company in the onset. However, not all business owners may have this in mind when everything is just starting to roll, especially for those who spend the initial stage doing all the roles by themselves and employed people only a few years later. Before they know it, the establishment has grown and people have become absorbed to a particular mindset, psyche, belief, language, behaviour and interaction that may dictate to how things are perceived and done in the organisational space.

If you want your company to adapt to a particular corporate culture, there are a few things you need to do to shape it according to how you want it to be. It may yield far longer than you have anticipated, so you have to exercise patience, persistence and consistency to achieve the desired results.

1.       Determine the values you want to inculcate

Envision the kind of workplace and interaction you want to attain within your business. From that, identify the values that you want your company, brand and employees to have. You may want your business to be attributed as a fast, efficient and reliable one. It could be that you prefer a family-type of environment among your staff and with your clients. You may want to hype creativity within your group that others will associate you for your out-of-the-box ideas. Whatever it is, your vision of your work environment is essential in carrying out the specific tasks to introduce and build a particular culture in your organisation.

2.       Include in the policies

The good thing about being an entrepreneur as compared to working as an employee in a huge company is that you have a hand on how the work culture would be within your business. To reinforce your aim and turn your ideas into action, you will often need to put it into policy. For example, if you want punctuality as a culture within your venture, then you need to have HR guidelines on work hours, turn around time and activity timelines.

3.       Communicate and listen to your team

For you to be successful in shaping corporate culture, there has to be a buy-in from your staff and stakeholders. Keep mentioning about the kind of work environment you’d like to have during meetings whenever you give a pep talk to your team until it has become ingrained in their thoughts. Include this as an agenda in your regular huddles. Create an atmosphere of suggestion where your team can openly share their thoughts on the culture. If everyone agrees to it, emphasise it through reminders on your bulletin boards or in your various communication channels. You can introduce a culture or policy through a teambuilding activity, where you can hire a consultant to help you convey to your team the culture you have in mind.

4.       Hire according to the culture fit and skills set

The challenge often is when a new person comes in and it disrupts the current culture of the team. When hiring a new staff member, look into the candidate’s culture fit as much as you review the credentials and skills set that they may bring to the table. Once you have successfully selected the right person for the position, make sure to orient the new hire about your corporate culture to avoid misunderstanding or possible conflict in the future. They must know what they’re getting into and be committed to abiding by the rules and culture of your business.

5.       Validate right behaviour with rewards

To fortify actions that contribute to the corporate culture you want to build, validate them through a rewards system. As in the example above, if punctuality is something you want to be part of your culture, then include an award for employees who come to work early or do things without delay. When employees develop a good feeling towards something they have done, they will tend to continue with it or improve on it.

6.       Lead by example

The best way to entrench in the consciousness of your team about the kind of culture you want to have in your workplace is to live by example. Whatever they hear from you or read in employee manuals will be substantiated by your action. You cannot stress punctuality if you come late to work. Otherwise, it will cause some cracks in your organisation because people will no longer take your word seriously.

If you don’t know where or how to start shaping your corporate culture, seek counsel from a mentor or someone who has done it before. Remember that culture involves people and people are dynamic. Thus, culture may evolve or it may come out differently as to how you imagined it to be.

Stay focused on your vision, mission and values, which are the foundation of your corporate culture, and set your directions based on that. Conduct self-reflection and evaluate your work environment regularly. A positive and encouraging culture can bring happiness to you and your entire team, which can lead to a motivated staff that works with you in achieving your goals.

The importance of succession planning in business

It takes a lot of effort to plan, prepare, start, manage, sustain and grow a business. However, most ventures revolve around the business owner. If the entrepreneur does not have any business partner or family members involved and when unexpected things happen on the owner without any backup plan in place, all those hard work may go down the drain.

To ensure the continuity and growth of the business, especially when one wants to, later on, be on the business rather than be in it, putting together a succession plan won’t hurt and may even be beneficial to the entrepreneur. Having one doesn’t necessarily mean that you are leaving the business. Instead, it can help you focus on more important roles rather than taking on several responsibilities.

Ensures continuity and assures stakeholders

Creating a succession plan is a way of securing the continuity and future of your business. Whether you want to take on a different role, expand the business, start new ones or retire from the company, it will assure your investors, board, staff and clients that the company will continue to operate and carry on the vision and legacy it wants to create. It guarantees your stakeholders that there will be no void in the organisation should anything inevitable may happen to you or the business.

Motivates current employees and hones prospective leaders

Succession planning is usually done through internal movements in the organisation. Going that route can encourage your current employees to perform well in the hope that they will someday take on a higher position, which can be one of the positions you hold. You can evaluate members of your team who has the potential to take on bigger responsibilities. It will also hone prospective leaders within your team as you equip them with skills and qualities that are needed to fill in a leadership role in the business.

Fills in the gaps

When you put a succession plan in place, you may be able certain gaps in the organisation that you might not have seen before. It allows you to see things from a different perspective and gives you room to address what you may have missed before. When you look at possible candidates for an important post in your business, you tend to step back and look at things from a bird’s eye view and then you zoom in to the details, giving you the opportunity to think ahead of possible problems and come up with solutions or alternatives.

Provides opportunity for personal and business growth

Although most business leaders come up with a succession plan during the times when they intend to leave the organisation, it is not always the case. You may want to take on a board role rather than handling the day-to-day operations of your business. There may be instances when you want to start new businesses while maintaining the current one. Whatever circumstance you may have as a business owner, having a succession plan gives you more room to grow as an entrepreneur and expand your business.

If this is something that you are wanting to do in the future, it is good to discuss this with your HR and board so you can put a proper structure and system in place to get a succession plan going. But even before you draft a blueprint of your plan, you can first seek advice from mentors or other entrepreneurs who have done it before. Also, know the repercussions that may come with having that plan in your current setup. Nonetheless, it’s something you might have to face later on along your entrepreneurial journey.

Cultivating happiness in the workplace

Finding team members, those with the precise skills set, work ethics and culture fit, that blend well together is a godsend to any entrepreneur. Great talent, good chemistry and shared vision among staff do not come often. Thus, business owners must be able to retain good people in the organisation. Key to that is by keeping them happy at all times so that they maintain a good disposition in their workplace and towards their jobs.

However, it may be a huge challenge to hurdle. Moods and levels of happiness of people are not something that business leaders can control, yet something that they can influence. It is inevitable for employees to lose interest, feel burn out or get discouraged at work. Bear in mind that individuals spend the majority of their waking hours at work or thinking about work. More often, they even pass long hours in their jobs than the time to be with their families or at home. The stress and pressure of their jobs may also drain them, which may cause good talents to leave your company.

One of the factors to the success of a venture is nurturing the people that drive the business forward. A jovial atmosphere at work plays a vital role in the overall well-being of an establishment. It is cultivating this positive feeling, not just in a single employee but in the entire company as well, that can give a business its needed boost to move forward. Happiness in the workplace can result in increased positivity, good relationships among staff members, diminished stress, sound mental and emotional health, and longevity of employees in the business, among many others. In the end, it will lead to the success of the business in reaching its goals.

The important thing for business owners is to foster gratification among its people through drivers that will help amplify the happiness index in your organisation. How does one do that? These are a few of the vital elements that can keep your team members happy.

Create a friendly environment and culture at work

Make your office warm and conducive for work. Organise the layout in such a way that employees can work efficiently and pleasurably. Provide areas where they can conduct meetings and brainstorm ideas, share meals together and exchange fun stories, and take healthy breaks and rest their mind and body.

Create opportunities for interaction among your personnel. Encourage open communication and transparency within your team. Most of all, exercise fairness in dealing with them. Take care of your employees as if they are your family members and look after their welfare. When your people feel they belong in a secure and welcoming environment, they will be more inspired to excel in their jobs.

Reward good performances and recognise exceptional results

There is a sense of gratification when people receive recognition or attention for the good thing they have done. Salary increases and bonuses convey an affirmation of an employee’s hard work, which rewards them emotionally, psychologically and financially. Other companies conduct awarding ceremonies at the end of the year to recognise the exemplary work of their people. Receiving positive feedback boosts the morale of good team members, motivating them to perform even better.

Plan for their growth and development

Staff members appreciate when their growth and development are included in the plans of the organisation. It makes them feel valued, and it gives them a sense of security and assurance. Let them attend seminars and workshops, send them to conferences and exposure trips, and have them mentored. Tap their potentials so that they become better and happier individuals.

Trust and empower them

Some people are happy when they are entrusted with something. They feel confident knowing that their superiors believe in them that they can carry out important tasks. Come up with activities where team members can step up and take a lead on certain matters. Getting involved in volunteer and outreach projects also makes employees feel good about themselves and the company where they belong. Allow them to use their creativity and give them the opportunity to take ownership of significant endeavours and initiatives.

Promote work-life balance

Most individuals work to provide for their families. Your staff have families, friends and interests that they want to spend their time outside of work. Promote work-life balance in the organisation where they do not become overworked, allowing them to enjoy some rest and recreation as well as quality time with their loved ones. Also, they may not share the same drive and passion as you have. Some of them may not appreciate getting calls beyond work hours. Respect their off-hours and encourage them to take vacations.

But then again, happiness is relative. Not everyone may be happy over the same thing. It is good to get to know your people and know what can make them inspired and motivated at work. You may not be able to cater to everyone’s wants and needs, but you’ll be able to cultivate a level of happiness in your workplace that will also give you a sense of fulfilment as an owner and business leader.

The role of middle management in an organisation

For a lack of a better term, middle management is the level in a corporate structure that bridges the senior executives and the junior ranks. While most startups may have a leaner configuration of staff members and flatter organisational chart, those that expand and increase their people may see the need to manage and put an order in their teams through units and layers.

Not many may subscribe to the school of thought of putting a tier between upper management and low-ranking associates. However, there are those who see the difference between supervising 5 to 10 people from overseeing 30 or more members. For those who are contemplating hiring managers to streamline functions and improve corporate performance, it’s time to take a closer look at the role middle managers should portray within an organisation.

Team leaders

As industries and the workforce evolve and develop through changing times, middle managers are more empowered to create, conceptualise and make decisions for the good of the organisation. Gone are the days when they are perceived only as a go-between that accepts and carries out directives from the higher-ups. Entrepreneurs can stay on top of their business if they have self-sufficient managers that can help them realise their vision and bring the entire team towards the goal.

Managers provide directions, cascade the corporate thrust, and pay attention to details, which may be too burdensome for the business owner if it were a flat organisational structure. Delegate your role to leaders who can uphold your aspirations and improve productivity. Such leaders can help correct errors, fill in gaps and tighten loose ends, which may occupy so much time and energy of business owners.

Relationship builders

Middle managers have closer interaction with frontline employees, which make their role as relationship builders crucial to the business. They have to be effective in communicating the vision and mission of the enterprise and translating the corporate culture to the day-to-day operations and activities of their team. Building cooperation and mutual trust between and among the senior management and the rank and file is one of the competencies managers should have that is significant to the growth and success of the company.

Accelerators and motivators

The advantage of having a middle management level in an organisation is that it loosens the bottleneck and ensures swift action to get things done. They have to be quick in solving problems and putting out fires, boosting the morale of the team, listening to the ideas and feedback of members, and accelerating growth to bring the venture closer to its destination at the shortest time possible. Managers provide the needed energy and force to thrust the business forward as they encourage their people and inspire them to carry out their functions effectively.

Strategists

One of the capabilities that middle managers should possess is breaking long-term goals to short-term targets and turning plans into actionable items using strategies that yield positive results. They know how to navigate through a situation, mapping out methods even with limited resources. Having efficient managers can help you put together pieces of the puzzle in a most creative way as they imbibe your vision and employ tactics to achieve it.

Probably, you may be in a situation where there is still no need to put a middle manager for now. If you get to the point where you have to fill this position in your structure, be sure to revisit the qualities and roles that your manager should uphold in your organisation.

The vital aspect of making middle management an effective tool for human resource and employee engagement is finding the best candidate that suits the role. A person who embodies the right corporate culture, ethics, values and skills will be beneficial to your business. The middle management tier will only work if you have the perfect person for the job who will aid you in bringing your venture and the whole team towards your goals.

The advantages of an employee performance appraisal

There are costs and benefits in implementing an employee performance appraisal in an organisation. It requires energy, time and resources to conduct it annually. If the execution is off-tangent, it can even leave a negative impact on the team. On the other hand, an effective appraisal system can boost the morale of your people.

Experts have come up with different methods in conducting performance appraisal. Performance management has developed and continues to evolve as different tools, templates and processes are created to suit varying corporate environments. The best way is to hire a professional who can handle your human resources or get a consultant that can manage the evaluation process of your company efficiently. The important part is not to lose focus on the objectives of the performance appraisal.

A lean organisation might not see the immediate need for an employee performance evaluation as you can easily gauge the performance of your staff. However, companies that are growing will find it useful in the long run, putting an order in the movement of people within the establishment.

Establishing good relations with staff

Companies conduct an evaluation of employees with the intent of reviewing their output and fit in the corporate environment. But it is also an avenue for management to strengthen relations with staff members. Employees can take this opportunity to openly express themselves and communicate their opinion and insights, especially in a one-on-one setting. This way, trust is established within your business.

Alignment of company goals with individual members

Employee appraisals provide the management with a platform to reiterate the company’s vision as they can review employee performances’ alignment with the overall goals. Your staff may be delivering good results, but if they are not in harmony with the company goals, they need to be re-directed to the objectives of the business.

Rewarding good performers

There’s a threshold of positive outcomes from good performers if they are not rewarded or commended. It can dishearten or burden them, thinking that their actions are not getting the right attention they deserve. Recognising their efforts through a promotion or upgrade will encourage them to continue with their admirable work and even strive to excel and be better. It’s difficult to keep good people, so an appraisal can be a tool to maintain them in your team.

Motivating dispirited team members

Problem employees are part of the reality of an entrepreneur. It’s not always the case, but when it happens, there are ways to deal with it. During the evaluation process, you can discuss sensitive topics like this and agree on a win-win solution for both the company and the staff. Sometimes, letting go is the most viable option, but you have to set a period where the employee can still improve himself or for the company to determine if he has the right fit.

Planning employee’s career development

Generally, the appraisal can be a basis on how to plot the development of your people within the organisation. You can do more than just giving feedback because you can also take this chance for coaching and mentoring.

You can review your performance management system regularly to check if it still serves your purpose or if it’s time to look into other systems available. The employee performance appraisal should be a tool to help your business forward, not a hindrance that will hamper your operations.

Forming and keeping the right team for your business

Having the best team for your company is one of the major factors of success that enables you to achieve your business goals. On the other hand, the opposite of this, such as getting the wrong people on your team, has always been cited as one of the biggest challenges and disappointments of business owners. In short, the right set of people plays an important role in bringing your venture to its peak.

The first step is to select the people who will fit in your team, depending on your needs and preferences. However, you can only determine such over a period when you will see the dynamics of the members among each other and to the whole group. Once you have a good set of staff, you need to find ways to nurture them and retain them in your team.

Finding the right fit

The selection process should be able to capture the background of the candidate, including his or her attitude, work ethics and values. You have to ascertain how his personality and skills will be able to complement your company and blend with your current staff members.

Culture and Attitude

Before you start the recruitment, define first your corporate culture and match the attitude you are looking for in an applicant that would fit your work environment. What are the qualities and values of a team member that you want to have in your organisation? It is best to have several face-to-face sessions with your applicants during recruitment so that you can observe how they react and behave and how that will blend in your work culture.

Organisation needs and Skills

How an employee fits your corporate culture matters most. But it is also important that they have the right skills set for their roles in the organisation. If they don’t have the expertise you need, they can at least learn fast and hone the skills needed for the job. Identify those skills in the job description so that you can filter the applicants according to your requirements.

Benefits and Expectations

When you have identified the qualifications you prefer in a candidate, come up with a competitive remuneration package that will attract such a candidate. Know their expectations while you also lay down what you require and can offer for the job.

Nurturing those who fit

Getting the right people on your team is just the first hurdle. The more challenging part is retaining them in your business. Changes occur that may affect their length of stay or tenure. There are internal and external factors that can disrupt the status quo and shake the team you have formed. Business owners come up with initiatives to strengthen its human resources.

Employee Engagement

One way to sustain the interest of your people in your business, you have to engage them and create open communication lines. It also includes providing activities that can help channel their various talents and interests that can benefit them and your organisation.

Recognition

Recognising the contribution of your team members will boost their morale. You can bestow the recognition formally or informally, as long as you let them know that you appreciate their efforts. Come up with a reward system to motivate them to keep giving their best.

Growth and Development

It is but natural for staff members to look for growth in any given environment. Enhance their skills and allow them to experience and learn new things within your organisation. Provide workshops and training and learning activities that could improve their personality and enable them to attain a holistic development.

Most of all, it is good to establish good relationships with your team. The achievements of your business are not due to one person alone. Even if you have a star player in your team, it is the support of every member of the group that can help you make a score and achieve your goals.