I can’t get no…………Job Satisfaction.

images (31)On a recent trip to my local discount supermarket, my attention was drawn to members of the staff team looking, well, thoroughly miserable and bored with being at work. They seemed to be just going through the motions, no eye contact with customers or co-workers, no smiles or any joy in being there. Now I do appreciate it is a supermarket and it may not be the type of job that makes you bound out of bed singing hallelujah and praise be to be going to work. However, it seems to be a common theme that runs through all members of this staff team. Its almost as though the business is made more difficult by having customers in the store rather than an opportunity to engage with your customers & co-workers and enjoy yourself more. For my sins, I have visited supermarkets in many different countries, and enjoy a rummage around the shelves, as seems to help me to get into the culture of the place and understand the people a little better. My local discount supermarket seems to stand head an shoulders above all others as being a miserable and unsatisfying place to work. The impression then is one of no fun, targets to meet, productivity to maintain and encouraged not to bother customers with any contact what so ever.  For risk of not loading the shelves or getting customers through the checkout in record time.

So that got my juices flowing in what constitutes job satisfaction, do we all have it, or have a right to be satisfied in what we do. Is it the case we have some jobs just for the money – so head down and just get the shift done, smile and take the money. Or is there more to life at work that we should be looking for and ensuring is in place to help us make the most of what we do, more to the point why we do what we do.

Job satisfaction is important not just because it boosts enjoyment, happiness and work performance but it also increases our quality of life at work and home. Many people spend so much time at work that when it becomes highly dissatisfying, the rest of their life soon follows suit. Studies from psychology suggest that the top satisfiers are:-

  1. Fair Pay – Whatever job you do, for you to be satisfied the pay should be fair. The bigger the perceived difference between what you think you should earn and what you do earn the less satisfied you’ll be.
  2. Sense of achievement – we feel more satisfied with our jobs when we have achieved something. As smaller cogs in larger machines it may be difficult to tell what we’re contributing.
  3. Positive feedback – Getting negative feedback can be very painful but at least it tells you where you can improve. On the other hand positive feedback can make all the difference to how satisfied people feel in their jobs.
  4. Variety – To be satisfied people need to be challenged a little and they need some variety in the tasks they carry out. It sounds easy when put like that but many jobs offer neither complexity nor variety such as our discount supermarket.
  5. Control – If people aren’t given any control, they may well attempt to retake it by finding other ways to undermine the system. Psychologists suggest that people who work in jobs where they have little latitude find their work very stressful and consequently unsatisfying.
  6. Support from the organisation – Workers want to know their organisation cares about them, that they are getting something back for what they put in. This is primarily communicated through how the managers treat us etc. Generally if people perceive more organisational support, they experience higher job satisfaction.

When you look at this list of what makes for a satisfying jobs, it makes you wonder why everyone can’t have one. With a little thought and motivation by HR & management, most of the predictors of job satisfaction can easily be provided. However, the answer is as you can probably appreciate not quite that simple.

Organisations tend pay lip-service to keeping their employees satisfied, but many don’t really believe or have objective measures to know it makes a difference. What research shows us is that it can make a huge difference. If you’re a business is looking to improve job satisfaction in a workplace then start with the list noted above and work through them to reflect upon where you and the workforce are with workers job satisfaction. It may not appear to be much but it will make a huge difference to people on the shop floor and hopefully my local discount supermarket with be a nicer place for me and the workforce to be.

 

Image http://www.seven-health.com/

Advertisements

The Home Workers Strategy (whilst still having a life)

A messy desk at homeA lot of people tell me that moving toward home working is easy, just decide one day that its going to happen and there you go…………..right? Without a plan and thinking thoroughly about your run and jump into home working you might want to think again. Interested well read on.

Many organisations for lots of different reasons close offices and decide that the workforce can work from a home base. Generally there is a shrug of the collective shoulders, you pick up your laptop, a phone and off you go. No planning, no discussions at home of what it may mean to the family or how you will manage the available space.

Mum’s and Dad’s going back to work after a baby might not want to be away from their precious one, so this options will help them get back to the work they love. Again jumping in with both feet might work but when you plan the home working thing with work and family in mind its potentially a win win situation.

Here is a quick check list of things I use to help business and individuals move positively toward home working bliss.

  • Get the right technology and support for technology sorted out quickly. Being on your own to sort out broken computers, sufficient broadband, mobile phone signal etc can be challenging. Make sure you have a back up system for both files and hardware , so the stress of things going pop is reduced.
  • Talk to the family. Ensure that families and especially children understand what is happening. Let them have their input into the transitional process.
  • Decide on where you will situate your office space. This goes back to families once more, as excess clutter and paper work can cause quite a lot of stress and conflict. A corner of a living room is fine but what disturbance will you get and what hours will you be able to work most productively without being bothered?
  • If you are lucky you can convert a bedroom or garage. Again spend time planning and setting this out so you feel you are at work and away from home.
  • Commute to work. Yes I know you are working at home but a trip to the newsagents or bakers in the morning helps you get your head in the right space for work.
  • Decide upon how to maintain your social connections. Meet colleagues at the many hotels with lobbies that have coffee shops and catch up with friends when you can.
  • Do not get dragged into working too long – presenteeism is a serious problem for home based working.
  • Keep technology away from the bedroom and yes I mean phones, TV’s and computers. You need your sleep to be effective at work and yes that means home based workers too.
  • Start a homeworkers coffee morning or lunch club. Great for small business owners to mix, get ideas & network.
  • Most of all enjoy the home working experience. Enjoy the flexibility and the chance for a better lifestyle for you and your family. Plus with planning get a great deal of work done whilst sitting at home.

So all is not lost for home based working just needs a bit of careful planning and bit of negotiation and most of all commitment to make it work. Good luck and most of all have fun with the change to more flexible working.

Call or email me for details of my strategies for successful home working and my upcoming book “How to Work at Home & Stay Sane”

A Question of Culture – bullying or just banter?

indexFor us here in the UK we have been reading and discussing an incident on a television program “I’m a Celebrity Get Me Out of Here”, where a contestant was believed to verbally bullied another member of the group. Now in his defence the person doing the alleged bullying stated it was just banter and that it was accepted between both parties that it was just that a bit of fun. However, the watching audience saw the incident differently. The cry of “bully” and abuse rang around the corridors of the media for at least 36 hours until another minor incident subsumed the short attention span. Though the incident raised an issue in the contemporary workplace between groups and individuals of what does constitutes abuse & bullying and what is just consigned to being banter. What is the cut off point between verbal jousting and causing offence? Hopefully exploring this cultural issue can shed some light on the moral maze we all seem to encounter at work and within organisations.

Having experienced may different working environments banter and joking can be fun, reduce stress and raise morale within the group but it can be difficult to recognise when harmless fun becomes bullying, victimisation or even discrimination. Personal jokes and banter, friendly insults and quips are often how we interact in the workplace, at social gatherings or when we meet up with our friends and family. Sometimes closer friendships and the degree of familiarity allow for insults or name calling to be exchanged, with lasting effects of feelings or upset. Clearly everyone is comfortable and shares the laughter and enjoyment.

The darker side of the banter questions can happen when a person is singled out to be the butt of repeated personal attention and cutting comments and then the banter can become harmful to the person concerned. It is clearly no longer fun and the line between banter and bullying or discrimination has been crossed. However, what is the tipping point pushing banter over into abuse and discrimination and subsequent personal isolation and upset.

It is difficult for employees to know and comprehend when the line is about to be crossed and have the confidence to tell colleagues that enough is enough.  Factory life (mainly male dominated) can be tough for the thin skinned. Sometimes personal differences will be highlighted with a nick name or term that describes the person that clearly identifies them to the group. Its usually not overly complementary so can be hard to come to terms with. Usually the shift team are bonded as a group and the ribald banter is part and parcel of your working life.  This environment is similar to male dominated dressing rooms in sport, it is this culture that the alleged celebrity bully comes from. Perhaps then exhibits a different tolerance to the banter than other groups?  There is a hierarchy and men occupy roles within the group. The banter is part of the motivation and bonding process to suggest although we can have some fun at each others expense we are a team. Its easy to make some lazy hypothesis to suggest its men that allow banter, experience in female dominated environments suggests otherwise.  The banter is there but in a different more subtle form. Perhaps more passive aggressive, less obvious but nevertheless still present within the group. Of course this is a generalisation and there always exceptions to the rule.

So In principle the bullying or banter question is about context and culture within the group and the organisation. When cultures collide i.e. a factory or dressing room toward families sitting in their armchairs at home & media hacks, then perceptions on the interaction change.  We formally accept different rules and expectations within different environments. Psychologically called attributions. A attribution is the process by which individuals explain the causes of behavior and events. So home life is different than being at work, out with friends or in the dressing room. Behaviour and language adapt to the different environment and cultural expectations. I am sure you speak to your friends differently to your line manager to your family? So the term bully is very difficult to define or attribute from a distance unless we understand that the people concerned consent to the interaction rule of engagement.

Tbe bullying and banter question is a moral maze. Measuring it by external standards through a politically correct lens will no doubt always veer toward bullying as these robust interactions do not appear polite or appropriate from a distance.  However we may need to take time to understand the different cultures we exist within and what rules apply and to whom before we make snap judgements. Understanding how we attribute events and behaviours with different groups will no doubt help us look behind the smoke and mirrors of society, social interactions and groups. Bulling cannot be tolerated but where do we draw the line for wholesome and group bonding banter? A question for us all to cogitate.

 

Managing The “Talent”

images (41)So what is talent? Its a tricky question as definitions of talent and career management vary widely yet the terminology can easily be interchanged. Though for our purposes I will stick to the term talent to avoid confusion (mainly mine). Definitions vary as do the talent management programmes across many industries and businesses. Some good and not so good and some non-existent. So to drill a little deeper l will try to identify some key characteristics of what talent management is and how it can work.

Managing talent in an organisation could be defined as being focussed upon particular people in the business, a set of characteristics or more toward a statement of identified needs for the future. Some organisations see talent as the ability to go on toward leadership & CEO status, or as McCartney & Garrow (2006) suggest as “employees that have a disproportionate impact upon the bottom line, or have the potential to do so” However the CIPD (2006) defines talent management as ‘the systematic attraction, identification, development, engagement/retention and deployment of those individuals with high potential who are of particular value to an organisation’. So how do organisations identify a talent pool or groups of individuals that will have significant effect upon the business and most interesting what do they do with the group when they have been identified?

Toxic Talent Management

Having witnessed unfettered and undefined talent programmes in a large organisation here in the UK, where graduates (mainly young men) were employed on-mass, as being educated therefore talented, that over time created a significantthem and us divisions. The talent management plan was undefined and none of the non-participants of the programme were informed of the plan (or lack of them) to help them understand it and potentially rise to the levels of the talent pool. Thus raising performance expectations for all employees instead of the few. Without this information people easily saw the initiative as being unfair, it effected motivation and job performance.

The chosen few in the talent pool soon became overly competitive, boorish and unmanaged because they could. Young men with little in the way of people skills were promoted way beyond their capabilities and began to struggle with the burden of expectation. They were offered no coaching or mentoring or development workshops just expected to slug it out toward survival of the fittest. Not a healthy state of play and gives rise to the suggestion that managing talent is certainly not easy and not easily defined.

Talent Management Planning

Clearly the management of talent has many areas of focus. Any program will need careful planning to fit in with organisational culture, form appropriate measurement of the high performers and equity within the organisation. Moreover, no one size fits all, as many HR organisations do not see managing talent as a priority. Of course this is perfectly understandable in the current business climate. These programmes need time and commitment from all facets of the business to work and can be expensive. Though there is considerable evidence to show that the business that engage in talent management make significant returns of their investment. Profitability up by between 15.4% to shareholders to 1,289% returns to shareholders over ten years data from http://www.greatplacetowork.co.uk/. So lets move on toward positive talent & leadership development here are a few discussion points to get the ball rolling

Draft Plan

  • Have a clear agreement as to what high potential staff or talent is for your organisation. Is it to lead, manage, sell, or develop products etc that effect profit or what exactly?
  • Define the job roles for this process
  • Are the people inside or outside the organisation for the talent programme?
  • Will performance management programmes be rigorously applied i.e. fit to focus?
  • Have you identified a clear system of identifying the talent potential?
  • Are organisations expectations realistic?
  • Is their an open and honest organisational culture and able to give and receive constructive criticism? Does this programme fit your cuture of operations?
  • Non-participants encouraged to understand the talent programme and aspire to the standards expected.
  • Development centres/workshops to encourage group working, deal with poor performance, taking stock of career progress, personal performance coaching and most of all reflection time for learning and PDP.
  • Ensure development has clear purpose

Managing talent is tough to get right. As to some extents it is counter intuitive in a very lean and competitive business world. Clearly these initiatives are expensive and time consuming as mentioned earlier and need progressive commitment from the organisation to work. However, having key people in key positions leave the business as a result of a lack of career development can be expensive. Both in terms of loss of revenue and recruiting the right type of person to the role. So managing talent could be seen as perhaps inoculating your organisation to potential high performers leaving and succeeding elsewhere. As the old adage goes and adapted for this purpose – train your talent so that they can leave, but treat so well that the don’t want to.

Having a clear focus upon the talent needs of the business demands a framework and expectations clearly defined at the outset. Equally important to the organisation is the ability to engage the whole group in developing a ‘talent mindset’ and to help everyone engage and have the same opportunities. Moreover, encouraging the whole team to strive toward pre-defined objectives for those that can achieve will no doubt lift motivation, productivity and sense of purpose & career direction.

The introduction of talent management can viewed as a highly positive response to a changing business environments. However, talent management programmes will need the commitment from leadership teams, management, coaches and mentors to ensure success. Thus signalling a shift to a more proactive culture of people development and performance management for the whole business. However, committing to the talent management plan and setting out goals and objective is a great start.

References

McCartney C, Garrow V (2006), The Talent Management Journey, Horsham:
Roffey Park Institute

CIPD (2006), Reflections on Talent Management, Change Agenda, London: CIPD

Stick or Twist Careers – Finding Meaning at Work

images (40)Did you know in the pre-industrialised world there were around 30 different jobs to do. You might well have made things such as barrels, worked leather, a potter or looked after horses – you get the picture. Pretty straightforward jobs to earn a living.

However at the last count today there are approximately 12,000 different jobs and occupations (Krznaric 2012). So its no wonder people are confused about how to find a job or career that is fulfilling that will match our values, talents, identity and passions. Our working life and career paths have taken on greater meaning to us all. Maybe wrapped up in status anxiety and the power we feel is necessary for us in certain roles and life stage. Perhaps all this business of careers is just a modernmiddle class conceit; as when the bills and a mortgage needs to be paid any job will do right? Tricky sociological & philosophical questions to answer and certainly one I am not willing to explore here.

Clearly we have more and more choice in our careers and working lives today. Though the paradox of more choice is that we tend to become more risk averse and paralysed about making the wrong choice. Just choosing biscuits for me is the ultimate paralysis though analysis recently. Is it price, chocolate content, brand, dunkability and so on and so on!

Statistics show 2-4 years is about the time we spend in one job before moving on, thus putting us in a perpetual career/work transition phase and having to re-invest ourselves time after time.

So how do you find a job or career choice that has a good match for where you are in your life? Perhaps you are starting out and just wanting to get onto the career ladder or at a stage where you are looking for something more meaningful to do with your time. Do you specialise or spread you net over a range of roles called a wide achiever? In the meantime here are a few things to think about that may help the focus on finding a job with meaning that will fulfil and sustain you – and I will leave you to decide upon what constitutes meaning, fulfilment and what will sustain you in your work.

  1. If you just need a job plan then implement. Apply your skills, abilities, knowledge & experience etc to fitting an industry, trade or career path and get things moving quickly. Get the CV out there, network and find the people who can connect you to those business looking for new recruits. This method may not help you find the “special” role but it will help you move forward.
  2. Getting into a job will help you know what you like and not like in a job or career. You may find that things don’t necessarily match your identity, beliefs, values and passions but you are getting experimenting with work. Trying different jobs and career paths will help build up your experiential learning about the workplace and where you see your future.
  3. Start some voluntary work (if you can) that fits with where your passion lay, if not being satisfied in your current job or career. It may lead on to different opportunities and help you know if your passions are a lovely fantasy or a reality. If the thought of changing career is scary try this model to start the process of change and becoming less risk averse.
  4. Spend time in a career or job that you had never previously thought of. As suggested my Roman Krznaric in his 2012 book How to Find Fulfilling Work a “radical sabbatical”
  5. Lastly, and not for the feint hearted – act first and reflect later (Krznaric, 2012). This may be for the more confident amongst us as going with a career or job that isn’t necessarily planned and thus implemented upon as mentioned before may be a step too far. Though if there is an opportunity to just “feel the fear and do it anyway” you may find that this will open your working world view to career experiments that you had not thought of in your planning phase of career management.

So there we are that’s enough careers and work navel gazing for the time being. Though these big questions are being asked by people, employees and progressive organisations in recent years. Progressive organisations are helping employees become more meaning focussed by allowing them to engage in more diverse projects and outward facing working.

So as Chris Baldry et al in The Meaning of Work in the New Economy, suggest “Nobody wants their job to have no meaning, even if the primary or indeed onlymeaning is its economic support for home and family.’ It may be time to allow yourself some navel gazing toward a more progressive approach to you career and perhaps trying a few interesting working experiments to see where your passions lay?

Bibliography & References

Botton, A. (2009) “The Pleasures & Sorrows of Work” Penguin Books, London

Krznaric, R. (2012) “How to Find Fulfilling Work” Macmillan

Baldry, C. et al (2007) “The Meaning of Work in the New Economy” Palgrave Macmillan

The Printers Apprentice – A Zig Zag Career.

images (36)So is you career linear – a very straight line or like mine and many others a zig zag affair? I have been at work now for more years I care to remember and in that time I have had 16 different jobs. Adding fuel to the average time of 2 – 3 years people spend in a role. Most of my jobs were loosely connected with transferable skills applied from one industry to another and to an opportunity that I was either flattered to asked to interview, or needed the money for one reason or another. So how does a career work, is it planned or does it just happen to people……..that is the question.

This navel gazing came about as a result of an interesting article by Peter Honey and on LinkedIn recently; on the sometimes zig-zag approach a lot of us take to our careers or working life.

So where did I start off? With my headmasters parting words “and don’t come back”ringing in my ears I left school at the tender age of 16. Having to leave school for being a little bit of a rascal and a tearaway was a badge of honour at the time – though it didn’t last long. Dole money in the 1970’s was £7.70p, enough to give my mother £5 and to fill up the petrol tank of my motor bike for a week or so. Then things changed. After a few months of unemployment I managed to secure a 4 year apprenticeship as a lithographic printer in a Kent based print works, Whitstable Litho.

With the indentures signed by my father and the company to ensure I was not to be seen with loose women (some chance) or drunk in the street, I felt 7 feet tall and finally had a purpose. All this for £18.50 per 40 hour week. How innocent I was for the fun and exposure to an adult working life to come.

The apprentice lithographer title was one I would feel justifiable proud of until returning from the London School of Printing, Clarkenwell one evening. During the train journey and sitting opposite a chap who was a little 3 sheets to the wind (drunk to the uninitiated) asked me what I did for a living. I proudly announced and loud enough for the carriage to hear that I am a apprentice lithographer. The chap thought for a few seconds, eyes wandering desperately trying to make sense of the answer. Eventually through his sozzled haze he slurred with some difficulty – “and I am a photographer to”! I left it there and stared through the condensation of the train window deflating slowly like a old party balloon.

I didn’t plan to become a printer, work in the paper industry research & development, customer technical sales/services, manage international technical development teams, develop training/L&D for sales and management, quality systems, environmental science, run large coaching programmes for sales performance & design Welfare to Work health & wellbeing programmes etc etc. Or even have the faintest idea I would end up as a psychologist & coach with a couple of degrees, helping countless people manage a number of different work & personal issues. So how do careers work and how do people navigate their way through any number of sometimes loosely connected jobs to end up where they are today?

Few people emerging from university or school have any idea what they want to do, if they do perhaps they have had great career advice, coaching & guidance. Perhaps its all about personality as some psychometric developers will tell you. I very much doubt it.

The career or working life that fits the bill at your life stage and is unplanned is some ways quite reassuring. We are all told to plan and try to control every aspect of our lives to win the prize of a glittering career, money or other desired goals. The problem is that our ability to control really stops at the end of our fingertips. We can only control ourselves and in my case that can be a bit slippery. So over to you to have a cogitate about your career or work and how it zig zagged across the years. Or perhaps you are a linear careerist that are travelling from A to B to C to D with no hindrance. In any case I will leave you with this quote from Peter Drucker that will hopefully start your conversation.

“Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values.” – Peter F. Drucker

4 Ways to Make Workplace Training Stick

TrimagesSo I have had a winge about the lack of evaluation and assessment of workplace learning, so lets be more positive and look at a few great ways to make your training stick. Needless to say, employees & everyone else in your business will start to see why training takes place, be involved with the learning plans & objectives and best of all save training your budget. Most of all learning engages people and as a result could improve their productivity.

So here we go a few quick and easy steps to get measuring training at work.

  1. Proper training needs & skills gap analysis. If there is no needs or skills gap analysis, there is no understanding who needs training or development. A discussion with all the stakeholders involved and a plan to help the individuals development, what the return on investment looks like and to make targeted decisions for the best way forward. Staff team training needs should be reviewed as part of the performance and development review process via the one-to-one meetings and annual appraisal.
  2. Measure learning before pre & post training. Assessment of what learner knew about the topic before and after the training is a great place to start. Beware that the results can be inflated by 6 times if not careful. Happy sheets after training are also very limited due to various reason. Some may be the warm glow of a nice lunch! So factor in effective measures of training transfer and ultimately the proposed return on investment.
  3. Transferring learning to work. In order to ensure your training has been effective, you need to do more than evaluate and assess. We need to take post-training time to help trainees transfer their new skills and knowledge to the workplace and to make these behavioural changes stick. You may need to help employees overcome certain obstacles to applying training to the job. Perhaps coaching & mentoring will help make the transfer of training knowledge stick. Certainly line managers taking an active interest on how the training is being applied to the workplace.
  4. Putting It All Together. Investing in people is a very wise decision for every organisation. Training makes better employees & people, better people make better companies. Try to keep in mind training is much more than a one off event. As methods and technologies need to keep changing with the way the organisation works. Companies that stay competitive invest in their employees by turning them into lifelong learners, whilst being engaged and the most valuable resource you have in your business.

This is a whistle stop tour of just a few effective methods of evaluating your training and assessing the people being trained. Indeed the importance of training employees both new and experienced cannot be overemphasised. Manager and supervisor training and development is equally important as orienting new employees in order to promote workplace safety, productivity, and satisfaction. So lastly here are a few more points to bear in mind to help your organisation make training the centre of your operations for staff and ultimately a more profitable future for your business.

  • Make training & coaching a top priority at all levels of the organisation.
  • Develop a training/coaching programs that meets needs and is customised to your company and its employees.
  • Choose the correct training models for your training needs.
  • Evaluate training at every level.
  • Assist trainees as they transfer learned skills and behaviour into their work.