Learn about Insperity’s culture of care for our employees and our clients in our newly released 2023 Corporate Social Responsibility Report. This report tells our story as a company and is a great way to see how we accomplish our mission of helping businesses succeed so communities prosper through philanthropic action, client programs and more.
We are thrilled to announce the newest addition to the retirement education wheelhouse: the 401(k) Toolbox.
The 401(k) Toolbox is an educational guide to demystify the world of 401(k) plans for your employees. It offers an interactive platform that allows users to progress at their own pace and quickly find answers to their questions.
Eligible participants can explore key 401(k) topics through easy-to-read content, videos, interactive charts and calculators to simplify complex topics such as Roth vs. pre-tax, loans vs. hardship withdrawals, investment concepts and tips on managing their account. The sidebar menu categorizes content, enabling quick access as they scan and select relevant sections. Whether your employees are seasoned investors or new to retirement savings, this guide empowers them to make informed decisions about their 401(k) with ease and confidence.
The toolbox can be easily accessed here.
The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.
In today’s dynamic business landscape, the role of human resources extends far beyond traditional administrative functions. HR plays a pivotal role in driving organizational success, but a big part of doing that is to make sure HR initiatives are in alignment with overarching business objectives.
Plus, the connection between HR strategies and business plans is not just beneficial; it’s imperative for sustainable growth and to maintain a competitive advantage.
In this blog we’ll uncover:
To effectively align HR initiatives with business objectives, it’s crucial to first understand the company’s mission, vision and long-term goals. This knowledge serves as a compass for HR leaders and business owners to navigate their initiatives in the right direction.
Setting and tracking key performance indicators (KPIs) relevant to business success provides a tangible framework for measuring progress and adjusting strategies as needed.
In order to start with a foundation, make sure your business objectives:
There are some higher-level areas within your people strategy that you can – and will want to – look at in relation to your overall business objectives.
Tailoring the talent acquisition process to meet specific business needs ensures that organizations attract candidates who not only possess the required skills but also align with the company culture and values.
Enhancing the onboarding experience further reinforces this alignment, setting the stage for new hires to contribute meaningfully to the organization’s goals from day one.
Strategically designed training and development programs equip employees with the skills and knowledge necessary to drive business objectives forward. By fostering a culture of continuous learning, organizations not only enhance employee engagement but also promote agility and adaptability in the face of an ever-changing business landscape.
Structured performance evaluations that directly reflect business targets serve as a powerful tool for aligning individual employee goals with organizational objectives. Recognizing and rewarding employees who contribute to business success reinforces a performance-driven culture and directly connects employees’ work with business goals.
Developing employee engagement strategies that are rooted in the company’s values and objectives cultivates a sense of purpose and belonging among employees. Recognizing the intrinsic link between employee satisfaction and productivity, HR initiatives aimed at fostering engagement directly contribute to driving business results.
Defining metrics to assess the impact of HR initiatives on business objectives is essential for gauging effectiveness and making informed decisions. Regular feedback loops enable continuous refinement and alignment, ensuring that HR efforts remain closely aligned with evolving business needs.
The strategic alignment of HR initiatives with business objectives is not just a desirable goal; it’s a fundamental driver of organizational success. By partnering closely with business leaders and stakeholders, HR professionals can harness the full potential of their initiatives to propel the organization toward its goals.
In a rapidly evolving business landscape, the ability to adapt and align HR strategies with changing priorities will be key to maintaining a competitive edge and achieving sustainable growth. Take the next step towards sustainable growth and competitive advantage. Learn more about how a PEO can help by downloading your free guide, A step-by-step guide to HR outsourcing.
Curious about what’s top of mind for business leaders in 2024? Unravel the pressing expectations, key concerns and strategic priorities shaping today’s business leaders in Insperity’s Business Outlook Report 2024. Get guidance from some of today’s most successful business leaders, explore our findings and arm your business with the insights it needs in an ever-evolving business landscape.
The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.
Between planned updates, new initiatives and unexpected changes, today’s workplace offers leaders plenty of opportunities to earn their change management stripes.
When leading through change, you must manage your team’s progress toward your goal as well as your employees’ attitudes throughout the experience.
Sometimes managing change calls for grace periods as your staff absorbs and understands a transition. Sometimes it calls for realism that’s not too sugarcoated. At all times, change calls for strong, consistent communication from the top of the organization before, during and after a change cycle.
To help you communicate well during seasons of change in your organization, we’ve assembled a list of the key messages that your employees need to hear throughout the change cycle.
Using these talking points and grasping the change management strategies behind them can help you:
What do your employees want to hear during change initiatives?
“Here’s what’s happening, and here’s why”
When you know a change is coming, share the news with your employees as soon as possible. This initial communication, where you articulate the need for change in your organization, initiates the change cycle.
Your employees may go on to experience:
To soften the initial news, make the big picture clear, shedding as much light on the situation as you can. Explain why the change is important to your organization and how it will affect your company in a positive way.
The sooner your employees hear from you when change is coming, the more time they have to process it. And the better they understand the reasons behind a change, the easier it will be for them to get on board.
“Here’s how this is going to benefit you”
Don’t stop after you’ve explained how a change will benefit your business, even if you receive more support than resistance. Your employees may not articulate it, but they will probably be wondering: What’s in it for me?
You can gain your employees’ trust by anticipating these natural concerns. Consider how each group and individual will profit from the change. How will it make their work lives better? Be ready to point to these benefits when speaking with your employees. Look for ways to make the changes matter to them on an individual level.
“Here’s our goal”
Are you excited about what your organization will look like on the other side of this change? Invite your employees to envision it with you. Share your chief goal for the future, and reference it often.
Each person must decide to push through the discomfort that change requires – it will take some employees longer than others – and join you in working toward a new goal. Having a clear target can keep your team unified and encouraged even as they process and adapt to change at different speeds.
“I don’t have all the answers, but let’s talk through this”
You’ll speak openly. You’ll speak clearly. You’ll speak confidently. But will you speak vulnerably? And will you ask your employees to share their thoughts, too?
To lead through change well, you should strive for openness. Be transparent addressing the questions you don’t have answers to. Make sure your team is comfortable sharing their thoughts and questions.
If successful, you’ll appear more genuine and trustworthy. Transparent leadership, coupled with the opportunity to share opinions, gives your employees a greater sense of control over the situation, too. The result? Staff who are more likely to feel they’re making changes with you, rather than feeling that something is happening to them.
“Let’s strategize together”
Once your employees have asked their initial questions and shared opinions on the change, it’s time to include them in the transition. Asking for their ideas again – after they’ve had time to process a change – helps further. That’s because your employees are more likely to become invested and collaborative if they get the opportunity to think strategically and offer valuable input.
“Tell me how you’re feeling through this”
Check in on your people at various points in the change cycle. Remember, no two employees are alike in their pace of processing change. Someone who seemed open to the idea early on may struggle later, in the middle of the actual changes. That’s why it’s important to keep checking in, especially if you notice disheartened attitudes.
You can reach out to your whole group during team meetings and to individuals who seem to need it most during one-on-ones.
Dig deeper in these conversations by asking:
Mention any resources your organization provides that could help manage their stress and change fatigue, such as an employee assistance program.
“It’s time to join us”
Leaders sometimes run into an individual who won’t accept change and begins to take a disruptive stance against it. If a negative attitude becomes a performance issue, it may be time for a difficult conversation where you insist the employee finds a way to adjust and come along with the rest of the team.
Occasionally, the best choice for everyone might be for the employee to switch teams or otherwise part ways. But hopefully, you can avoid this outcome and even these conversations by leading and communicating well from the outset.
“We’ve gotten this far today”
Celebrate small achievements as your team works to adjust to or implement a change. Notice what has gone well, and bring their attention to it. Show gratitude for your team’s efforts and positivity.
Words of affirmation alone can lift employee spirits; allowing them to break for the day a few hours early or giving another small reward can show that you’re truly thankful for their contributions.
“Well done”
Affirm efforts along the way and celebrate in a big way when your team has brought you through an important change. Rewards could include public recognition, time off, extra help and more. The key to meaningful recognition is understanding what matters most to your team and giving them something that’s important to them.
Be gracious toward yourself, too
To have the emotional energy needed to take care of employees during seasons of change, leaders can’t neglect themselves in the process. Know your personal support system and reach out when your energy or enthusiasm wanes.
Keep reminding employees about how the changes will positively affect them, and show respect for each person’s unique response to the situation.
Summing it up
In today’s dynamic workplace environment, leaders face numerous opportunities to lead their teams through change – and it’s important to have a strategy that will make the process smooth and successful. Articulating the benefits of change at both organizational and individual levels enhances employee buy-in and trust, sets clear expectations and creates cohesion. Ultimately, fostering a culture of inclusivity and support leads to greater employee engagement and resilience in navigating change. For more information on how to lead your team through change, download The Insperity guide to leading through change.
The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.
The era of virtual meetings brings with it a new type of meeting fatigue. While meetings are essential to fostering collaboration and building rapport in a digital work environment, too many can take a toll on team productivity and morale.
So, what do you do when blocked calendars and exhausted agendas impact culture? Here are some tips to avoid meeting overload and strike the right balance.
Although it may seem like a minor issue at surface level, meeting fatigue carries with it many pitfalls, including:
At the same time, meetings are an essential tool in a collaborative environment. Understanding the benefits of meetings can help leaders and managers use them to their advantage while still allowing their teams sufficient time to get their work done.
Here are some of the upsides of well-planned and well-executed meetings:
Clearly, meetings have their place in a positive, collaborative team environment. Here’s how to get the most out of them while avoiding meeting fatigue and overwhelm:
1. Ensure a meeting is warranted in the first place
Before scheduling a meeting, take a moment to ask yourself whether the purpose could be effectively achieved through an alternative means such as email, project management tools or a team messaging platform like Slack. If there’s no need to have an interactive dialogue or to resolve an issue that requires input and feedback, skip the meeting and opt for the more time-efficient option.
2. Allocate less time for meetings
Block off shorter time slots for meetings, such as 45 minutes instead of an hour, to keep attendees focused and minimize unnecessary tangents from the main discussion. This promotes efficiency while also allowing participants to have more time in their day.
3. Clarify the purposes of meetings
Create a more intentional meeting by articulating the objective in advance and if possible outline an agenda. This helps attendees prepare and also ensures the discussion stays on track, resulting in a more purposeful, efficient meeting.
4. Whittle the attendee list
Include only the people who truly need to attend the meeting according to the agenda. Not only does this respect the time of participants, but it also keeps the meeting focused and streamlined.
5. Consider no meeting days
Some teams find that designating specific days where meetings are minimized or prohibited (for example, “No Meeting Wednesdays”) can help give the individuals valuable, uninterrupted time for focused work. While this strategy isn’t very workable for businesses or departments that work directly with clients, for internal teams it can help reduce the overall impact of meeting fatigue on productivity.
Another alternative is to simply set one team meeting every morning or on a weekly basis with a set agenda to discuss all the major points that would otherwise necessitate separate meetings throughout the day or week.
6. Create rules for big meetings
In large meetings, establishing clear guidelines is paramount for staying focused and keeping attendees engaged. Such rules should cover when to ask questions, when to take discussions offline, whether or not to have cameras on and whether to keep oneself muted. Not only will these rules make meetings more productive, but they’ll also strengthen team relationships.
7. Encourage time blocking
Keep your calendar up to date and block off times for focusing on project deliverables and tasks that are essential for daily operations. This approach helps individuals ensure they’re maintaining a proper balance between dedicated work time and collaborative sessions.
Pro tip: Align your calendar scheduling with your body’s natural biorhythms for optimal productivity. For example, if you do your best work in the mornings, block off your calendar until noon so you can participate in meetings after you’ve made a satisfying dent in your workload. Alternatively, if you’re an afternoon warrior, block off your calendar for some post-lunch-focused work.
8. Don’t forget to schedule breaks
Don’t forget to give yourself some time for some well-deserved and much-needed breaks during the day, which can help reduce burnout and increase productivity. This is best accomplished by blocking off your calendar for these as well. If you notice a particular day or week is filling up with meetings, schedule a fifteen-minute or half-hour slot to avoid dreaded back-to-back meeting days.
As we navigate the new world of digital work, virtual meetings have become integral to collaboration and human connection, but the rise of meeting fatigue requires an intentional approach. Incorporate the tips above to ensure that meetings contribute in a positive way without hindering productivity. For more performance strategies, download our free e-book, How to develop a top-notch workforce that will accelerate your business.
The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.
As cybercriminals advance in sophistication, the looming threat of cyberattacks poses a significant risk to businesses. And with a surge in remote and hybrid work setups, the vulnerabilities increase, making it imperative for employers to bolster their cybersecurity defenses.
It doesn’t matter whether your company is large, midsize or small, and public or private sector – cybercriminals don’t discriminate. In fact, smaller businesses are attractive to bad actors because they typically have lower IT budgets and weaker cybersecurity measures in place.
In this blog, we explore 12 crucial cybersecurity practices to shield your business, ranging from securing remote workspaces and establishing secure connections to thwarting phishing scams and leveraging IT expertise.
What are the consequences of poor cybersecurity?
The impact of cyberattacks on businesses can be widespread and devastating:
1. Provide and use only company-issued devices and applications for work
It’s extremely risky to allow employees to use their own devices or unapproved applications when working remotely.
You may not know anything about – nor do you have any control over – the configuration of those operating systems, firewalls, antivirus protection, software updates or authentication requirements.
It can be a risky proposition to allow personal devices to access your company network and resources. Do you want to put sensitive company data at risk of exposure if that device or application is compromised?
If your employees are going to work remotely, a better scenario is to provide them with a company-issued device that’s outfitted with all the necessary protections and vetted to company standards. However, if your organization is unable to deploy company assets, your IT team should consider how they will evaluate personal devices before they can connect to your company network and resources.
2. Physically secure workspaces outside of the office
When employees work outside the office, it’s often at home or in a public space, such as a coffee shop, library, airport or hotel. Just because these tend to be relaxed, casual environments doesn’t mean that employees can let down their guard and become lax about security. This makes them perceived as easy to exploit and therefore especially vulnerable to cyberattacks.
Tips to secure devices outside office workspaces
3. Establish a secure connection to company systems
To prevent outside parties from eavesdropping on their activity or stealing company data, your employees should use a secure, private Wi-Fi connection when working outside the office.
What does this mean?
The Wi-Fi network should be password protected and the provider of the Wi-Fi should be known. Connecting to “Free Public Wi-Fi” is never a good idea.
Best practices around Wi-Fi connection
Additionally, a crucial extra layer of cybersecurity is to use a virtual private network (VPN). A VPN provides a secure connection between your device and your company network. All data transferred between these points is encrypted. The encryption provided by the VPN ensures that criminals can’t eavesdrop on authentication or the data being transferred between your device and your company resources.
An extra benefit of a VPN is the continuity of operations. When employees log into the VPN remotely, if configured correctly, they can access information and perform functions as they normally would in the office but from any location.
4. Ensure cybersecurity in operating systems and software
Because the nature of cyberattacks is always shifting, operating systems and software become exposed to vulnerabilities as flaws are discovered by hackers. Updates, or patches, are designed to fix those vulnerabilities.
Organizations should keep company devices up to date on patches. To access company systems, devices should run a scan to check that all software is updated. This prevents high-risk devices from connecting to company systems.
When it’s time to update your operating system or software, make sure employees download legitimate, approved patches. To remove any ambiguity, you or your IT department should send a direct link to download the patch.
Under no circumstances should employees scour the internet to identify software. Unapproved software or applications may contain viruses or other malicious code.
Best practices around antivirus software
5. Don’t permit users to have administrative privileges
Administrative rights need to be controlled, especially in the realm of cybersecurity.
Users of company-issued devices – your employees – shouldn’t enjoy administrative privileges on those same devices. In other words, they shouldn’t be able to download software or otherwise alter the operating system without the approval of you or your IT department. Otherwise, your systems and devices could be vulnerable to viruses.
Instead, all software updates should be initiated on your end. This helps ensure that company-issued devices operate in an approved fashion.
6. Avoid easily compromised passwords
Some best practices around passwords
7. Set up user authentication for company devices and networks
What is user authentication in the context of cybersecurity?
It’s proving to a system that whoever is trying to log in is who they say they are. It requires system users to provide more information beyond a password to verify their identity.
Strong authentication should always be required to log in to company devices and access company networks.
Whenever possible, deploy multifactor authentication – two or more verification steps – for an added layer of security during login. Multifactor authentication is commonly referred to as:
Note: SMS is falling out of favor as a verification method because of increased SIM card attacks. Now, the most popular verification method is a software authenticator, such as Google Authenticator.
Without multifactor authentication, users who have been phished may allow cybercriminals to access your company systems.
8. Beware of phishing scams
A phishing attack is when a bad actor disguises as a legitimate source to obtain sensitive data from your company and employees or infect your devices and systems with malware.
With the rise of artificial intelligence (AI), these attacks have become increasingly sophisticated and harder to detect as obvious scams.
The latest trends?
Tips to help your employees avoid phishing scams
FAKE WEBSITES
FRAUDULENT PHONE CALLS
It’s important that you test how employees respond to phishing attempts in the real world. That’s why your IT department should try to phish your employees at regular intervals. Employees who fail the test must undergo anti-phishing training.
9. Stop outsiders from crashing videoconferences
Cybercriminal hacking into conferences has become a major problem. Unwanted attendees often interrupt videoconferences for harmless, albeit annoying disruption, but occasionally it’s to eavesdrop and steal information.
How to stop videoconference intruders
Additionally, avoid downloading unapproved videoconferencing applications, which could be infected with viruses.
10. Have a disaster-recovery plan
When employees work remotely, you just don’t have the same level of control over the security of your devices as you do when they work in the office.
What will you do if one of these scenarios impacts your devices?
When any of these events happen, valuable company data can be exposed to outside parties or is lost. This is known as a technology disaster.
Some practices to include in a disaster-recovery plan
11. Establish cybersecurity remote work and data-protection policies
These policies are important and offer valuable guidance to your employees. Clearly written security policies can reduce the risk and uncertainty during an emergency event.
The cybersecurity issues and prevention tips addressed in this blog could be formalized in a written remote-work policy and data-protection policy. Both should be documented in your employee handbook.
12. Leverage IT expertise
Your company’s sensitive data and the integrity of your company’s IT infrastructure are at stake.
This is a highly technical, complex area that calls for the involvement of experts. And it’s a full-time job on its own to keep up with the latest cyberattack techniques and stay on top of cybercriminals’ efforts to infiltrate your company.
If you don’t have qualified in-house IT expertise and resources continually managing this for you, you should strongly consider hiring an IT consultant to:
If your cybersecurity strategy is left to an unskilled resource, you will find that you have a poorly defended infrastructure.
No business is immune from cyberattacks. The fact is, it’s an escalating threat that will only continue to grow and impact all employees. However, many companies have remote employees, which can exacerbate their cybersecurity risks. Follow the 12 steps outlined here to implement cybersecurity best practices and avoid the many harmful consequences of a successful attack.
The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.
Economic inflation isn’t just an external news story – it’s a painful market condition that affects nearly everyone. It can have a wide-ranging negative impact on your workforce and, ultimately, your business.
How so? Inflation can:
Although no company is ever obligated to discuss topics that aren’t specific to the organization, be aware that your employees, especially younger workers (millennials and Generation Z), may expect you to acknowledge issues that personally impact them inside and outside the workplace.
In the post-COVID workplace, employees tend to have much higher expectations of their employers, including the frequency and breadth of communications. Therefore, understand the needs and expectations of your workforce.
To maintain strong employee relationships and avoid getting caught off guard, inflation is one of those current events for which you should consider preparing a communication plan. With your workforce, as a general rule it always pays to get ahead of certain issues and be:
Let employees know that you’re aware of their struggles during this challenging time, that you care and that you want to support them. As a result, they are more likely to feel heard and valued, and they are less likely to take any drastic, stress-induced actions.
How to support employees during economic inflation
With that being said, how can you demonstrate your care and support for employees?
Your company’s EAP exists to help employees with a variety of both work and home-life topics by opening up efficient, confidential access to professional resources. Leverage it!
With inflation, your EAP can connect employees to financial professionals in order to become more financially stable and learn how to manage the impact of inflation on their income and household budget.
Additionally, employees dealing with inflation-induced stress and anxiety can find mental health professionals via the EAP.
When you communicate with employees about inflation, remind them of your EAP’s availability and diversity in services, as well as how they can access it.
During times of inflation, it’s a valid concern that employees may leave your company in search of higher pay or better benefits. This is especially true when it comes to talent that you can’t afford to lose.
It can be a smart exercise to identify the most mission-critical talent in your workforce and proactively start discussions with them. Conduct stay interviews with these employees to:
Also train managers to have regular conversations with their direct reports about what keeps them at the company and what might make them consider leaving. Inform managers on what they should look out for that could indicate an employee preparing to leave – for example, a sudden change in behavior or increase in absenteeism.
Your managers really are the glue that holds everything together in your workplace. But they’re not immune to their own personal distractions and life stressors as well, particularly those resulting from widespread events such as economic inflation.
That’s why you should put extra effort in supporting managers. Educate them on how to deal with unfocused, anxious employees by:
A 401(k) retirement plan is an important benefit that your company pays to provide for employees – and you want to make sure that they know how to take full advantage of it for their financial well-being and future security.
When communicating with employees about inflation, remind them of the long-term benefits of contributing to their retirement plans. Urge them to not give up on their investments or their retirement dreams.
If budget allows, consider upping the amount that you contribute or match to your employees’ plans each month to help ease their stress.
Of course, there’s always the option of raising salaries commensurate with inflation. This would be a popular option with employees.
However, from employers’ perspective, the cost of living doesn’t necessarily equate with the cost of labor – and it’s the latter that determines salaries. Furthermore, many employers have spent much of the recent Great Resignation raising salaries to attract and retain top talent in a super-competitive job market – and many are now stretched thin.
Even during times of inflation, companies cannot become so desperate to retain employees that they overextend themselves and lose sight of their own financial viability.
If increases to base pay aren’t possible, there are alternative approaches that still have the potential to help employees earn more money and ease financial stress without impacting companies’ regular fixed costs. These options revolve around bonus programs and can include:
In addition to reducing employers’ financial risk, bonuses act as a powerful incentive for employees to maintain strong performance despite personal distractions.
If you do enact any pay changes, be mindful of internal pay equity. Document all reasons for pay changes in writing.
In times of stress, employees tend to fixate on base pay. But there is a larger picture. Often, companies are able to offer benefits to employees that, while not costly to the bottom line, deliver value to employees personally while increasing their engagement.
Examples:
Training and development has the added benefit of making employees more valuable to their employer as well.
Still have grand return-to-work plans following the COVID-19 pandemic? Inflation may put a damper on those. With high costs of work-related expenses – for example, gasoline for commuting, eating lunches out, happy hours, dry cleaning professional attire and childcare – many employees in roles that are conducive to remote work may resist coming into the office. From their perspective, why spend all that money if it’s unnecessary?
Depending on your business and specific roles, an easy way to mitigate employees’ costs is to allow them to work:
This will also align your business with the latest workplace trends and employee expectations, and help you to avoid dreaded post-pandemic turnover. These days, it’s not just a better salary that motivates employees to make a move. Most employees really want more workplace flexibility and will change jobs to attain it.
For employers, this has the added financial benefit of reducing company overhead.
Economic inflation isn’t an issue that employees leave in the outside world when they walk through your office door – it’s a major issue that can cause employees significant amounts of stress and anxiety. In this way, it very much infiltrates your workplace and can have many negative impacts. Here, we outlined seven tips that employers can put into practice to demonstrate their care and support for employees during inflation and, hopefully, re-engage and retain employees, calm concerns, shift employees’ focus back to work and maintain productivity.
For more information on helping employees navigate tumultuous periods, download our free magazine: The Insperity guide to managing change.
The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.
Cross-training staff has long been viewed as a useful way to train future managers. Today, the practice has moved beyond managerial candidates to all levels.
The intention is to strengthen teams, give employees more opportunities to advance and to have backup in case key team members leave. It can also be useful to prepare a company for dealing with challenges presented by changes, such as economic shifts, a disaster or a pandemic.
While cross-training may seem like a no-brainer, it’s not without risks and requires planning to be carried out well. In other words, successful cross-training requires more than simply teaching employees new skills and plugging them into different or unfamiliar roles as needed.
Although the process takes time to develop and implement, it can help employees, clients and your business thrive and ensure business continuity. Doing it wrong, however, can negatively impact morale – and potentially be costly to your bottom line.
For employees:
Cross-training is about developing employees to improve the business and customer experience. It allows employees to:
For businesses:
1. Cross-training helps organizations maintain stability and provides valuable flexibility across teams. Any organization without backups for key roles can grind to a halt if key personnel are unavailable. Cross-trained staff can provide safeguards for these contingencies.
2. The company can also benefit from a service perspective by deepening employees’ understanding of the business. Exposure to different roles allows employees to see how what they do impacts the business and how the various roles contribute to the company’s goals.
3. When a key employee goes on vacation or leaves the company, a trained team member can step in to the vacant role. This helps the company, particularly in a service environment, because it allows for better coverage of key jobs.
4. Cross-training staff also helps preserve institutional knowledge through inevitable staff turnover. Imagine if a tenured employee decides to retire after 20 years on the job. That’s two decades of collected knowledge and experience walking out the door.
Cross-training needs to be consistent, planned and organized.
The goal is to build and fine tune a plan to consistently cross-train employees for a critical role or specific skills. This process is similar to what would occur when onboarding a new employee.
Remember: Employees are learning something new and will need support. There will be a learning curve. Allow for this in the implementation period.
Help employees understand your strategy behind why they’re being cross-trained.
From the outset, clearly communicate your rationale and goals. Begin by selling them on how individual employees may benefit:
Beyond that, talk about how the experience and training will help the company. Paint the larger picture for them.
If presented correctly, cross-training can be an opportunity to get staff members excited about taking on new types of assignments and growing their careers while helping the company.
Be especially thoughtful about how you approach employees who stonewall your coaching efforts.
Note that some people may see the addition of another task as punishment, which could lead to dissatisfaction because you are adding to their workload. Or staff cross training others may fear they’re about to be replaced.
Try to anticipate and address these worries upfront. If anxiety arises anyway, work quickly to dispel any rumors. Refocus the conversation on the benefits to individual employees, the team and the company.
Communication is critical. Be honest about your intentions. If employees know they’re learning new skills in preparation for possible advancement down the road, they may be more receptive.
If you don’t get buy-in from your team, cross trainers and trainees alike, negative sentiment of the training program could spread. Consequently, others may not want to participate in future training opportunities. It could be viewed as additional responsibility without a corresponding pay raise.
Another risk: employees who were not asked to cross-train may resent being excluded. In this instance, explain that cross-training must be done incrementally. Work with them to identify in which areas they seek to grow. See if you can help them obtain additional training, whether through cross-training or another avenue. (This all hinges, of course, upon these employees meeting agreed upon performance results.)
Before you can begin cross-training employees, you must determine which ones would make the best candidates.
Personality, preferences and motivation play a part in cross-training.
Most businesses seek to hire people they can develop into multiple roles within the organization. These individuals have a thirst for knowledge and a desire to advance. Those are also the characteristics you look for in somebody you’re trying to cross-train.
Be advised that a lot of whether cross-training will succeed can depend on the field and whether the person has the capacity for the added responsibility. A new duty may be in their wheelhouse or maybe not. Do they have the passion for it?
Selecting cross-training candidates and pairing them with the ideal trainer can be as much art and science.
A veteran well-versed in the subject matter is a preferred teaching candidate.
Selecting the student should hinge on a several factors:
Some roles may have testing procedures to identify the best candidates. Input from supervisors and human resources may also help in the selection process.
In some areas, it’s not advisable to cross-train. For example, in business where the work is highly specialized or involves compliance-oriented jobs, like a human resources specialist handling employee relations issues, or bank compliance department positions.
By only having on-the-job cross-training in these jobs, you run the risk of less skilled workers attempting to resolve complex issues. Instead, any training should be supplemented with advanced coursework and earning the appropriate certifications.
In these cases, the training should be deeper, not broader.
In most businesses, people are the biggest expense. When cross-training is done well, it improves employee engagement, codifies institutional knowledge and drives productivity gains that can lead to bottom-line results.
However, cross-training staff is only one way to develop your employees. If you’d like to learn about other strategies for empowering your employees to better succeed and grow your business, download our complimentary magazine: The Insperity guide to learning and development.
The below content was originally published on the Insperity blog, a great source of information for business and HR best practices.
Being proficient at managing remote employees requires a mental leap, especially for traditionally minded managers.
At first, business leaders, used to monitoring productivity based upon workers’ “desk time” and visible activity levels, may find a shift to remote work foreign and unwieldy. Employees, too, may feel out of sorts in the beginning, as they adjust to significant shifts in their days.
That’s understandable.
After all, while everyone seems to grasp what “work from home” means, not everyone has experienced it yet. And there are definitely pros and cons to working remotely.
To lead a remote team well, managers may discover they need to loosen their reins a little while finding ways to continue to hold employees accountable.
Without the ability to continuously monitor employees in a shared office space, they may find success by focusing more on what gets done and whether it meets well-defined quality standards. It’s helpful, too, to be willing to experiment a little with technology and how meetings are conducted.
In other words, successful pivots to virtual work – whether planned months in advance or in response to a natural disaster or a global pandemic – require that managers be willing to recalibrate how they lead their people and move away from the idea of micromanagement.
Leaders should also become familiar with work-from-home best practices and expect a certain amount of trial and error, because the growing trend of remote work is here to stay. To get you started, below are seven basic tips to help business leaders when it comes to managing remote workers.
Typically, there are four main challenges supervisors and business owners encounter when managing a remote workforce.
Assuming such incidents don’t become routine, patience is helpful – especially when remote work is a temporary solution to a short-term event, situation or crisis.
It’s important to set clear expectations when discussing productivity standards with your remote team. Some productivity standards will vary with the job; others may be standard across the company.
Individual standards must be analyzed and documented, however informally. For example, you and your teleworking team may decide that any developer assigned a project must deliver code ready to be tested in five working days, and if a deadline won’t be met there must be 48 hours’ notice.
Meanwhile, a call center employee may need to resolve 10 client calls an hour while ensuring there are no crying babies in the background. A recruiter may need to conduct 20 phone interviews and fill five positions a month.
Although documenting productivity standards may seem like too much of an extra effort, it can help spot trends that need to be addressed. It can help you spot burnout or the need to provide additional training to improve a bottleneck that impacts productivity.
An important aspect of successfully managing remote employees is to make all necessary tools easily accessible. To meet that need, leaders and teams may have to puzzle through what should be put in place to ease a telecommuting transition.
Remote employees need the same access to things utilized by onsite employees, which may include (but are not limited to):
Most remote work can be conducted with little more than a computer, internet access, a phone and a headset. However, there may be additional tools and resources you should consider to help employees remain productive such as:
Remember: You and your remote employees may find that some tasks must be conducted in the office for security reasons or because it’s simply more efficient to meet in person. Be ready to accept the limits of remote work for some portions of a job or for individual units within a larger division.
In a perfect world, new remote employees would train to use relevant remote technology and protocols six months before implementation.
Yet, even if a shift to remote work is anticipated to take place in a matter of weeks (or days), a four- or 24-hour trial run may reveal unanticipated shortcomings to a seemingly workable remote plan.
Depending on your circumstances, you might have the whole team participating or only one or two members.
For remote teams, it may take a little extra effort to recreate common workplace water cooler communication. And when there is a mix of off-site and on-site employees, remote managers should seek team-building opportunities to include everyone whenever possible.
It may seem artificial or cumbersome at first but encourage your remote workers to contact you and other team members regularly – and vice versa. What constitutes “regular contact” depends, of course, on the job and the tasks work-from-home employees must accomplish.
Obviously, email, instant messages and phone or Zoom video calls are essential for remote interaction.
When possible, it’s helpful for employees to keep their workday calendars up to date on a centralized platform or application. Also useful are “away” notifications on software and out-of-office email replies during normal work hours. These seemingly little things help minimize the risks and frustrations associated with those dreadful communications bottlenecks.
For fully remote offices, encourage team members to pick up the phone or schedule short video calls to cut down on the back and forth.
To monitor progress and foster collegiality, it’s helpful to establish a set time for group online interactions. Brief daily check-ins or staff meetings help leaders and project managers to assess situations and identify roadblocks with each employee’s work load.
It may be helpful to revisit how to run a successful meeting. There’s not a huge difference between remote and in-person meetings, but generally it’s helpful to:
The agile process, developed within the software community but now applied in several industries, can be useful when managing teleworkers. Many remote teams find the process helps nurture accountability while also helping managers monitor projects.
As with the rest of the advice here, there’s no one-size-fits-all for how often a manager should reach out to remote workers.
Yet the most effective one-on-one calls aren’t just about monitoring productivity. They can also be powerful means of keeping remote employees motivated and engaged.
A great initiative would be to ideally, schedule one-on-one calls – whether daily, weekly or biweekly – this can help a manager:
Depending upon the employee and the nature of their job, more or less routine interaction may be required. For example, Amanda may need a call once a week while Matthew may require daily calls.
Keeping productive workflows in mind and as much as schedules permit, supervisors should be adaptable to staff needs and calendars.
Staff members or trusted industry peers who have traveled the remote road before may have advice to share, including what software is most helpful or what’s required to set up a home office.
These insights can be shared via PDFs, short videos or informal question-and-answer video calls.
Other valuable remote management tips include:
Budgets play an important side note when talking about remote workers. Some business leaders may assume that instituting remote work and cutting office space by 50% equals a 50% reduction in the expense of housing employees in a traditional office.
However, the formula isn’t so straightforward. Yes, your company will probably spend less on physical office space, but those savings are likely to be spent elsewhere, depending on the remote work that needs to be done.
For instance, your travel budget may increase if remote workers in other states need to travel to the main office once a quarter or more. Or, you may need to invest in new or upgraded software or additional hardware, such as headsets, to properly outfit remote employees.
Remote workers can be just as productive, if not more so, than in-office employees. You just have to set them up for success.
Virtual work definitely adds complexity to the leadership function, but managing remote teams really isn’t all that different from managing onsite teams. Regardless of location, all managers share the same basic challenges in leading people.
One such challenge that any manager will encounter at some point is engaging in difficult conversations with employees. These types of conversations typically focus on:
Without a doubt, engaging in difficult conversations with employees can be uncomfortable in any setting. But in an environment in which a manager and subordinate may rarely, if ever, interact in person, both parties are vulnerable to misunderstandings. Successfully navigating these difficult conversations virtually requires a higher level of emotional intelligence and more intention.
Here are some tips to overcome one of the toughest aspects of leading remote teams: engaging in difficult conversations.
You can demonstrate trust in your team by managing outcomes versus people. In other words, don’t fixate on how many hours employees are online each day or how often they check in. When employees work from home, there will always be distractions.
Instead, focus on your employees’ output – what they did well and accomplished, or what they missed or didn’t complete. In a remote work environment, you have to trust your people, because you simply can’t police them from afar.
You can also build trust with employees by owning up to your mistakes and identifying opportunities for your improvement. If an employee’s error or oversight resulted from your actions, be honest. You can say something like:
“I want to give you some feedback on a project you recently completed. To be fair, I did not properly set expectations, so let’s clarify those expectations now and see how we can approach the next project.”
Your team members should also know how to reach you if they have questions or concerns. Be accessible when you say you are available.
Find more tips for how to manage remote employees. Download our free magazine, The Insperity guide to leadership and management.