The Importance of Working For A Boss Who Supports You

Having a boss that supports their employees is crucial to company success. Trust and commitment are at the core of any professional relationship. Read on to learn more.


Employers seek loyalty and dedication from their employees but sometimes fail to return their half of the equation, leaving millennial workers feeling left behind and unsupported. Professional relationships are built on trust and commitment, and working for a boss that supports you is vital to professional and company success.

Employees who believe their company cares for them perform better. What value does an employer place on you as an employee? Are you there to get the job done and go home? Are you paid fairly, well-trained and confident in your job security? Do you work under good job conditions? Do you receive constructive feedback, or do you feel demeaned or invisible?

When millennial employees feel supported by their boss, their happiness on the job soars — and so does company success. Building a healthy relationship involves the efforts of both parties — boss and employee — and the result not only improves company success, but also the quality of policies, feedback and work culture.

Investing In A Relationship With Your Boss

When you’re first hired, you should get to know your company’s culture and closely watch your boss as you learn the ropes. It’s best to clarify any questions you have instead of going rogue on a project and ending up with a failed proposal for a valuable client.

Regardless of your boss’s communication style, speaking up on timely matters before consequences are out of your control builds trust and establishes healthy communication. Getting to know your boss begins with knowing how they move through the business day, including their moods, how they prefer to communicate and their style of leadership:

  • Mood: Perhaps your boss needs their cup of coffee to start the day. If you see other employees scurry away before the boss drains that cup of coffee, bide your time, too.
  • Communication: The boss’s communication style is also influenced by their mood. Don’t wait too late to break important news. In-depth topics may be scheduled for a meeting through a phone call or email to check in and show you respect your boss’s time. In return, your time will be respected, too.

Some professionals are more emotionally reinforcing that others. Some might appear cold, but in reality, prefer to use hard data to solidify the endpoint as an analytical style. If you’re more focused on interpersonal relationships, that’s your strength, but you must also learn and respect your boss’s communication style.

  • Leadership: What kind of leader is the boss? Various communication styles best fit an organization depending on its goals and culture, but provide both advantages and disadvantages. Autocratic leaders assume total authority on decision-making without input or challenge from others. Participative leaders value the democratic input of team members, but final decisions remain with the boss.

Autocratic leaders may be best equipped to handle emergency decisions over participative leaders, depending on the situation and information received.

While the boss wields a position of power over employees, it’s important that leaders don’t hold that over their employees’ heads. In the case of dissatisfaction at work, millennial employees don’t carry the sole blame. Respect is mutually earned, and ultimately a healthy relationship between leaders and employees betters the company and the budding careers of millennials.

A Healthy Relationship With Leaders Betters The Company

A Gallup report reveals that millennial career happiness is down while disengagement at work climbs — 71% of millennials aren’t engaged on the job and half of all employed plan on leaving within a year. What is the cause? Bosses carry the responsibility for 70% of employee engagement variances. Meanwhile, engaged bosses are 59% more prone to having and retaining engaged employees.

The supportive behaviors of these managers to engage their employees included being accessible for discussion, motivating by strengths over weaknesses and helping to set goals. According to the Gallup report, the primary determiner of employee retention and engagement are those in leadership positions. The boss is poised to affect employee happiness, satisfaction, productivity and performance directly.

The same report reveals that only 21% of millennial employees meet weekly with their boss and 17% receive meaningful feedback. The most positive engagement booster was in managers who focused on employee strengths. In the end, one out of every two employees will leave a job to get away from their boss when unsupported.

Millennials are taking the workforce by storm — one-third of those employed are millennials, and soon those numbers will take the lead. Millennials are important to companies as technology continues to shift and grow, and they are passionate about offering their talents to their employers. It’s vital that millennials have access to bosses who offer support and engage their staff through meaningful feedback, accessibility and help with goal-setting.

In return, millennial happiness and job satisfaction soar, positively impacting productivity, performance, policy and work culture. A healthy relationship between boss and employee is vital to company success and the growth of millennial careers as the workforce continues to age. Bosses shouldn’t be the reason that millennial employees leave. They should be the reason millennials stay and thrive in the workplace, pushing it toward greater success.

SOURCE: Landrum, S. (8 December 2018) "The Importance of Working For A Boss Who Supports You" (Web Blog Post). Retrieved from https://www.forbes.com/sites/sarahlandrum/2017/12/08/the-importance-of-working-for-a-boss-that-supports-you/1?


Poor hiring practices costing employers valuable talent

According to a survey by CareerBuilder and SilkRoad, today's job candidates have higher expectations for communication, technology and onboarding during their job-search process. Read on to learn more.


A growing number of employers say they find it hard to land good talent — but their own complicated or outdated hiring process may be partly to blame.

Job candidates today have higher expectations for communication, technology and onboarding during their job-search process, according to a new survey from job site CareerBuilder and onboarding tech provider SilkRoad. In fact, 68% of employees believe their experience as a job candidate reflects how the company treats its people.

Dissatisfaction with the process can begin as early as step one: Close to half of prospective workers (46%) are only willing to spend up to 15 minutes before giving up on an application, according to the report.

Not only is time of the essence, but the application experience is paramount, too. While potential workers won’t discount a company entirely for not having a mobile application option, employees are searching for jobs on their mobile devices more than ever before.

The fight for talent is only going to become more intense, and employers need to deliver on job seekers’ continuously evolving expectations to attract the best candidates, says CareerBuilder CEO Irina Novoselsky. “This starts with streamlining the entire hiring process, from the first candidate engagement to new-hire onboarding, which can be achieved through technological innovation and a more intuitive, mobile-friendly experience.”

A consistent dialogue remains another big must-have for candidates. Expectations among applicants are changing for when and how they hear from a prospective employer, the study found. Once they’ve applied, job seekers want more — not less — communication.

Many applicants cite a lack of acknowledgment or receipt notification from an employer for a submitted application as a top frustration of the job search. Additionally, 76% of job seekers say they expect to receive a personalized email from an employer acknowledging they received the application. This percentage decreases steadily as the age of the job seeker increases, but it’s consistently the top method of communication expected.

Other top notification methods include phone calls (36%) and text messages (18%).

Regardless of the type of communication, a majority of applicants want — and expect — employers to keep them updated throughout the process when they apply for a job. Candidates want a clear timeline for the hiring process and will begin to discount a company if they are left in the dark. When applying to a job, 55% of employees are willing to wait less than two weeks at the most to hear back from an employer before they give up and move on.

And employers shouldn’t end the engagement once an offer is made, the survey results suggest, because with 51% of potential candidates continuing to look for new opportunities after being extended an offer, the use of personalized, ongoing communication through the onboarding process will remain key.

When nearly one in 10 employees have left a company because of a poor onboarding experience, it’s important to understand the full scope of onboarding that is expected by today’s employees, according to the survey. Successful onboarding for a new hire is critical for their long-term vision of culture and career potential at the new company. However, a focus on the mission and growth factors of the company can’t neglect seemingly basic onboarding elements for the employee’s day-to-day experience and overall integration into operations.

“Technology is playing an increasingly critical role in enabling touchpoints along the recruitment and new-hire journey to facilitate human interactions,” says Robert Dvorak, CEO of SilkRoad. “We realize the customer’s journey doesn't end with a purchase, nor does the employee’s end with an offer. By using technology throughout the entire employment journey, employers can intentionally onboard candidates and employees, keeping them engaged at key points over time.”

SOURCE: Otto, N. (28 November 2018) "Poor hiring practices costing employers valuable talent" (Web Blog Post). Retrieved from: https://www.benefitnews.com/news/poor-hiring-practices-costing-employers-valuable-talent


How to retain good employees? Make them feel valued.

U.S. companies spend $161 billion on training development every year according to Training Industry reports. Training and development activities help show employees that they are needed and valuable to their organization. Read on to learn more.


Trucking as an industry is not known as being woman-friendly, but Volvo Truck wants to change this and recently completed a landmark Women in Leadership experience for selected women employees.

For Volvo, retaining female employees is a strategic objective and demonstrating the potential for women to advance and move into leadership roles is key to keeping women in the company. The six-month Women in Leadership program demonstrated that the company valued the participants, just by inviting them to the program.

“Being nominated was like winning something,” said Volvo employee Tyletha Hubbard. “It felt good to know that I was considered a key talent in the organization.”

All people like to be recognized as valuable to their organizations. This principle holds for men, women, ethnic minorities and people of different generations who appreciate employer-provided training and development. What better way to show an employee that they are needed and that they have a place to grow and move up?

Training and development is big business. Training Industry reports that US companies spend $161 billion on it annually. But it’s also a cost-effective benefit to provide your employees. Classroom programs can reach dozens at a time for a flat fee. And then you can add back the valued gained from having a more effective workforce.

Training can address the hard skills of the job or the soft skills of interpersonal relations and emotional intelligence.

In the benefits industry, you’re constantly explaining complicated products that are often fraught with emotion and stress, e.g. health insurance. Presenting benefits plans to clients in a competitive bid is a high-wire act for most salespeople. So, training that focuses on presentation skills, public speaking and body language can give your firm a competitive edge, while building a more confident workforce.

When starting up a training initiative, presentation skills are a great “101” course to include. Most people don’t get it in school and most people need a lot of help with it. Not only does learning about presentation skills and interpersonal communication help people sell better, but it also helps them “read” other people better and interact more effectively with coworkers.

Presentation skills training is a cornerstone for further development. People who have better interpersonal communications tend to do better in higher level training and, generally, better outcomes in all of their work experiences.

Team building, decision making and leadership development are learning experiences that can also “show the love” from the organization to the employee, while also improving the performance of the firm. The term “learning organization” has become a positive goal for many companies, as a means of becoming more effective through better employee engagement and opening new opportunities within the company.

At Volvo, there is a practice of allowing employees to move laterally from department to department in order to learn new skills and keep work interesting. Its Women in Leadership program encouraged staff to think and talk about what job they might want to try doing next. The policy invites workers to be open about their goals and understand that there’s always a place for them. Contrast this with feeling like you’re in a dead-end job.

And this is where HR and training can team up.

A recent study by Right Management revealed that, when asked,  68 percent of employees say they really want to talk about their careers with company management. There’s even an HR term for it: career conversations. But these conversations are not happening very much.

According to the Right Management white paper, “Only 16 percent of employees indicate that they have ongoing career conversations with their managers and about their career.”

It turns out most people get their career conversations from managers, colleagues and family. When a promising young manager starts wondering about where her career is going, she might seek out advice from her workmates of parents, but not human resources.

Why not integrate career conversations with training? It’s a golden opportunity for your human resources team. Most training engagements include personality assessments and feedback that help participants better understand themselves and others. Also, training often concludes with some sort of “what’s next” discussion or action plan about how to use what’s been learned.

A career conversation that follows such focused introspection will be better informed and will benefit from the afterglow of learning.

It’s well documented that financial compensation isn’t always the main factor that keeps people from leaving a company. Andrew Chamberlain, an economist with Glassdoor recently wrote about this in Harvard Business Review.

“One of the most striking results we’ve found is that, across all income levels, the top predictor of workplace satisfaction is not pay: It is the culture and values of the organization, followed closely by the quality of senior leadership and the career opportunities at the company,” writes Chamberlain. “Among the six workplace factors we examined, compensation and benefits were consistently rated among the least important factors of workplace happiness.”

Not feeling valued by management can become an incentive to exit even if it means taking less money in the next job.

Training, development, continual learning experiences and career conversations are proven cost-effective ways to show employees that they are unique individuals who are needed by the organization.

SOURCE: Warrick, D. (29 November 2018) "How to retain good employees? Make them feel valued." (Web Blog Post). Retrieved from https://www.benefitspro.com/2018/11/29/how-to-retain-good-employees-make-them-feel-valued/


Creating a Culture of Recognition

Are you recognizing your employees for their hard work? Businesses can experience a rise in engagement, productivity and retention when employees are recognized for their work. Read on to learn more.


When employees are recognized for their work, employers can see gains in engagement, productivity and retention.

But such efforts must be more than a one-time event; to really enjoy the benefits, employers need a culture of recognition, experts say. This has to start at the top and include clearly defined company values.

Live the culture you want

"A purposeful, positive, productive work culture doesn't happen by default — it only happens by design," S. Chris Edmonds, founder of The Purposeful Culture Group, told HR Dive via email.

And while HR can influence culture, a recognition culture must start at the top, experts say. And it must be part of an employer's performance management strategy.

Management can signal what's important, what it needs employees to care about, Scott Conklin, VP, HR at Paycor, said. "You have to live your words," he told HR Dive, adding that "if not seen at all levels, people aren't going to do it."

Senior leaders must create credibility for these "new rules" by modeling valued behaviors and coaching on them every day, Edmonds said. Coaching means senior leaders must praise aligned behaviors everywhere they see them and redirect misaligned behaviors in the same way. Only when senior leaders model these behaviors will others understand that these new rules aren't optional, Edmonds said.

In addition, Edmonds said, the organization must measure how well leaders are modeling the valued behaviors. This measurement often comes in the form of a regular values survey, generally twice a year, where everyone in the organization rates their boss, next-level leaders and senior leaders on the degree to which those leaders demonstrate the company's valued behaviors. Only by rating leaders on valued behavior alignment can values be as important as results, Edmonds said.

And only when everyone — from senior leaders to individual team members — demonstrates valued behaviors in every interaction will the work culture shift to purposeful, positive and productive, Edmonds said.

Create an industrial constitution

Many employers don't communicate their values well, Conklin said.

The path to great team citizenship can be clearly defined by creating an organizational constitution that includes a servant purpose statement explaining how the organization specifically improves quality of life for its customers — and defines values and measurable valued behaviors, strategies and goals, Edmonds said.

If company values don't explicitly define exactly how you want people to behave, they'll struggle to model your values, Edmonds continued. If an organization values integrity but doesn't define it in measurable terms, people won't know exactly how they're supposed to behave, he explained.

Find what works

Traditional models of employee recognition are good, but they're becoming outdated in some cultures, Conklin noted. Your recognition program has to fit your culture, he said.

SOURCE: Burden, L. (26 November 2018) "Creating a culture of recognition" (Web Blog Post). Retrieved from https://www.hrdive.com/news/creating-a-culture-of-recognition/542845/


When Companies Should Invest in Training Their Employees — and When They Shouldn’t

A recent industry report revealed that U.S. companies spent over $90 billion on employee training and development activities in 2017. Read this blog post to learn more.


According to one industry report, U.S. companies spent over $90 billion dollars on training and development activities in 2017, a year-over-year increase of 32.5 %. While many experts emphasize the importance and benefits of employee development — a more competitive workforce, increased employee retention, and higher employee engagement — critics point to a painful lack of results from these investments. Ultimately, there is truth in both perspectives. Training is useful at times but often fails, especially when it is used to address problems that it can’t actually solve.

Many well-intended leaders view training as a panacea to obvious learning opportunities or behavioral problems. For example, several months ago, a global financial services company asked me to design a workshop to help their employees be less bureaucratic and more entrepreneurial. Their goal was to train people to stop waiting around for their bosses’ approval, and instead, feel empowered to make decisions on their own. They hoped, as an outcome, decisions would be made faster. Though the company seemed eager to invest, a training program was not the right way to introduce the new behavior they wanted their employees to learn.

Training can be a powerful medium when there is proof that the root cause of the learning need is an undeveloped skill or a knowledge deficit. For those situations, a well-designed program with customized content, relevant case material, skill-building practice, and a final measurement of skill acquisition works great. But, in the case of this organization, a lack of skills had very little to do with their problem. After asking leaders in the organization why they felt the need for training, we discovered the root causes of their problem had more to do with:

  • Ineffective decision-making processes that failed to clarify which leaders and groups owned which decisions
  • Narrowly distributed authority, concentrated at the top of the organization
  • No measurable expectations that employees make decisions
  • No technologies to quickly move information to those who needed it to make decisions

Given these systemic issues, it’s unlikely a training program would have had a productive, or sustainable outcome. Worse, it could have backfired, making management look out of touch.

Learning is a consequence of thinking, not teaching. It happens when people reflect on and choose a new behavior. But if the work environment doesn’t support that behavior, a well-trained employee won’t make a difference. Here are three conditions needed to ensure a training solution sticks.

1. Internal systems support the newly desired behavior. Spotting unwanted behavior is certainly a clue that something needs to change. But the origins of that unwanted behavior may not be a lack of skill. Individual behaviors in an organization are influenced by many factors, like: how clearly managers establish, communicate, and stick to priorities, what the culture values and reinforces, how performance is measured and rewarded, or how many levels of hierarchy there are. These all play a role in shaping employee behaviors. In the case above, people weren’t behaving in a disempowered way because they didn’t know better. The company’s decision-making processes forbid them from behaving any other way. Multiple levels of approval were required for even tactical decisions. Access to basic information was limited to high-ranking managers. The culture reinforced asking permission for everything. Unless those issues were addressed, a workshop would prove useless.

2. There is commitment to change. Any thorough organizational assessment will not only define the skills employees need to develop, it will also reveal the conditions required to reinforce and sustain those skills once a training solution is implemented. Just because an organization recognizes the factors driving unwanted behavior, doesn’t mean they’re open to changing them. When I raised the obvious concerns with the organization above, I got the classic response, “Yes, yes, of course we know those issues aren’t helping, but we think if we can get the workshop going, we’ll build momentum and then get to those later.” This is usually code for, “It’s never going to happen.” If an organization isn’t willing to address the causes of a problem, a training will not yield its intended benefit.

3. The training solution directly serves strategic priorities. When an organization deploys a new strategy — like launching a new market or product — training can play a critical role in equipping people with the skills and knowledge they need to help that strategy succeed. But when a training initiative has no discernible purpose or end goal, the risk of failure is raised. For example, one of my clients rolled out a company-wide mindfulness workshop. When I asked a few employees what they thought, they said, “It was interesting. At least it got me two hours away from my cubicle.” When I asked the sponsoring executive to explain her thought process behind the training, she said, “Our employee engagement data indicated our people are feeling stressed and overworked, so I thought it would be a nice perk to help them focus and reduce tension.” But when I asked her what was causing the stress, her answer was less definitive: “I don’t really know, but most of the negative data came from Millennials and they complain about being overworked. Plus, they like this kind of stuff.” She believed her training solution had strategic relevance because it linked to a vital employee metric. But evaluations indicated that, though employees found the training “interesting,” it didn’t actually reduce their stress. There are a myriad of reasons why the workload could have been causing employees stress. Therefore, this manager’s energy would have been better directed at trying to determine those reasons in her specific department and addressing them accordingly — despite her good intentions.

If you are going to invest millions of dollars into company training, be confident it is addressing a strategic learning need. Further, be sure your organization can and will sustain new skills and knowledge by addressing the broader factors that may threaten their success. If you aren’t confident in these conditions, don’t spend the money.

SOURCE: Carucci, R. (29 October 2018). "When Companies Should Invest in Training Their Employees – and When They Shouldn’t" (Web Blog Post). Retrieved from https://hbr.org/2018/10/when-companies-should-invest-in-training-their-employees-and-when-they-shouldnt


7 Steps to Running Better Meetings

Are your employees engaged during meetings? According to a recent survey by Accountemps, office workers spend 21 percent of their time in meetings and feel that 25 percent of it is wasted. Continue reading to learn more.


We love to hate meetings. We groan about how annoying they are. We crack jokes about how much time gets wasted, about bureaucracy run amok.

But it’s not really a laughing matter.

Poorly run meetings can sap the lifeblood out of an organization. Not only are they mentally draining, but they can leave staff disengaged and demoralized, experts say.

On average, office workers spend 21 percent of their time in meetings and feel 25 percent of it is wasted, according to the results of a recent survey of 1,000 employees by Accountemps. One of the top complaints was that meetings are called to relay information that could have been communicated via e-mail.

Managers are also dissatisfied. In a Harvard Business School study last year, researchers found that 71 percent of the 182 senior managers interviewed said meetings were unproductive and inefficient, and 65 percent said meetings kept them from completing their work.

Fortunately, leaders can help improve how meetings are run. Indeed, their behavior is critical to achieving better results and a more positive outlook and engagement from employees, according to a 2017 study published in the Journal of Leadership & Organizational Studies. In an earlier University of North Carolina study, researchers found a link between how workers feel about the effectiveness of meetings and their job satisfaction.

Other studies have found that dysfunctional communication in team meetings can have a negative impact on team productivity and the organization’s success.

What happens in these gatherings is a reflection of the workplace culture, experts say.

“It gets down to identity and performance,” says J. Elise Keith, co-founder of Lucid Meetings in Portland, Ore., and author of Where the Action Is (Second Rise, 2018). “The way in which an organization runs its meetings determines how it views itself.”

“Bad meetings are almost always a symptom of deeper issues,” Keith notes in her book.

Unfortunately, many business leaders don’t receive adequate training on how to manage or facilitate meetings, she says. “I believe that a lot of leaders have bought into the idea that poor meetings are inevitable.”

Here are 7 steps to making the time employees spend together more meaningful:

1. Prepare. Are you clear on the meeting’s purpose? What is your desired outcome? How will you achieve that?

More prep time is typically devoted to senior-level meetings compared to those held for individuals in lower-level positions, says Paul Axtell, a corporate trainer and author of Meetings Matter (Jackson Creek, 2015). He says that executive get-togethers are more effective “because people take them seriously.”

2. Limit the number of participants. The most productive meetings have fewer than eight participants, Axtell says. A larger group will leave some disengaged or resentful that their time is being wasted.

3. Send an agenda and background material in advance. If you want a thoughtful discussion, give your team members time to think about the problem or proposal that the meeting will focus on, he says.

4. Start and end on time. Don’t punish people for being punctual by waiting on late stragglers to get started. At the same time, it’s best not to jump right to the heart of the discussion in the first few minutes, Keith says. Provide a soft transition that will help those coming from other meetings to refocus.

5. Make sure all attendees can participate. One common complaint about meetings is that a few people tend to dominate the conversation. Call on other individuals to share what they think, Axtell says. Who is most likely to hold a different view? Who will be most affected by the outcome? Who has institutional knowledge that might be useful? Think about who to draw out on specific topics as you prepare. You’ll collect more ideas and leave participants with a more positive experience.

To feel good about work, people need to feel included and valued. “That means you have a voice and are allowed to express your opinions,” Axtell says.

Because you’re a leader, your views already hold more weight. If you share them too early, you may discourage others from presenting alternate perspectives. Focus on listening, and stay out of the discussion as long as you can, he says. You might learn something.

Avoid PowerPoint slides or other technology if it’s not required for an agenda item. They tend to shut down dialogue, Axtell says.

A surefire way for leaders to alienate participants is to use up most of the meeting time presenting a proposal and leave only a few minutes for questions and comments, Keith says. When people do speak up, thank them for their contributions. And use their ideas, she says.

6. Keep a written record. Posting the meeting agenda and taking notes that everyone can access will help keep participants on track. Unfortunately, many organizations fail to do so, Keith says. The written record ensures that faulty memories or differing interpretations don’t lead people down the wrong path. Are the notes detailed enough to allow you to tackle the action items days later? Are the deadlines reasonable? Be realistic. It doesn’t help the team to accept a giant list of action items that it likely can’t complete, she says.

7. Follow up. What percentage of the action items get completed by the deadlines? If you don’t achieve 85 percent, participants’ sense of effectiveness breaks down and they may disengage, Axtell says. Most groups complete just 50 percent to 60 percent.

“Whether you pay attention to them or not, meetings are in fact where your teams and your people are learning how they should behave and what they should be doing,” Keith says. “So identify the specific types of meetings your organization needs to run. Find great examples of how to run those meetings. You shouldn’t have to invent it. And set up a system that people can use successfully to become the organization that you want to become.”

SOURCE: Meinert, D. (30 October 2018). "7 Steps to Running Better Meetings" (Web Blog Post). Retrieved from https://www.shrm.org/hr-today/news/hr-magazine/1118/pages/7-steps-to-running-better-meetings.aspx/


4 best practices for implementing a gamification-based compliance training system

Are you considering implementing compliance-based training at your organization? With just a third of workers in America reporting that they feel engaged at work, implementing a gamification-based compliance training system can help boost engagement. Continue reading to learn more.


For most employees, compliance training is the Brussels sprouts on the kid’s plate of working life. Everyone knows it’s good for you — one mistake could lead to violations, accidents, reputation issues and maybe a not-so-friendly visit from regulatory body officials — but most workers turn up their noses and disengage when it’s time to dig in.

Considering that merely a third of American workers report feeling engaged at work as it stands, anything that makes matters worse is dangerous. Why risk inflaming indifference — not to mention spending money for on-site instructors — with dull-as-dry-toast workshops?

A far better bet is to embrace technology and go virtual. Of course, online-based compliance training won’t guarantee heightened participation or enthusiasm unless they have one specific aspect: gamification.

Gaming elements can turn any virtual compliance training learning management system (LMS) into an immersive experience. ELearning compliance training participants can enjoy customization and flexibility while getting up to speed on the latest rules, guidelines and protocols. With LMS gamification, HR managers and chief learning officers can cultivate and retain top talent. Best of all, it’s far easier to get buy-in for a robust LMS system with badges, bells and whistles than it is to make a pile of Brussels sprouts disappear from a toddler’s tray.

What exactly is so exciting about game-based learning? In essence, the process prompts active and immediate participation because of extra motivation in the form of rewards. Whether it’s badges or points, these features make eLearning interesting and enjoyable.

In one study, workers who enjoyed themselves retained concepts 40% better than those who weren’t having fun. As you might guess, this is what game-based learning is all about. Engaged employees who rapidly earn rewards are less likely to make errors, so they naturally increase a company’s bottom line and lower the likelihood of compliance fees and penalties. Plus, according to research from TalentLMS, 87% of employees report that gamification makes them more productive.

Merging gamification with training makes plenty of sense. It’s also easy to build a gamification-based compliance training LMS by following a straightforward LMS implementation checklist.

1. Identify your training goals and gaps. Before you can find the best LMS for your needs and move forward with an implementation project plan, you need to spot the inefficiencies of your existing compliance training program. For example, your strategy might not facilitate real-world applications. Knowing this, you would want a compliance training LMS that bridges gaps and imparts practical experience.

2. Discover what motivates and drives employees. Employee gamification only works when employees are properly incentivized, so find out what motivates your team based on their backgrounds and experience levels. Whether a task is challenging or boring, people respond better when they are internally driven to succeed.

Do you need an intuitive LMS with a personalized dashboard? Are the introverts on your team more driven by badges and points than by a sense of competition? Conduct surveys to gauge expectations, and try to follow a 70:20:10 model of training amplified by gaming to foster experimentation and collaboration.

3. Choose the right rewards for desired outcomes. With the plethora of LMS choices on the market, you can select from rewards and mechanics that lead to the exact behaviors and criteria you desire. Want employees to achieve safety online training certifications? Reward “graduates” with points after they have displayed their proficiency. Reinforce favorable behaviors without punishing workers who lag behind. Carrots are far more effective than sticks.

4. Invest in a feature-rich, gamification-supported LMS. Your LMS should not only be user-friendly, but it should also be a portal to game-based learning support and an online asset library. Ideally, your gamified learning platform should include themes and templates that allow you to design visually appealing rewards without reinventing the wheel. Just make sure you have game-based reporting on your side, which makes it simple to track employee performance, completion rates, and other LMS metrics.

Implementing a gamification-based compliance training strategy requires careful budgeting, planning, and analysis. Once you find an LMS platform that delivers the features you need within your price range, you’ll be on your way to mitigating risks and retaining superstar employees. And thanks to gamification, everyone can have a little fun along the way.

SOURCE: Pappas, C. (10 October 2018) "4 best practices for implementing a gamification-based compliance training system" (Web Blog Post). Retrieved from https://www.benefitnews.com/opinion/4-best-practices-for-implementing-a-gamification-based-compliance-training-system?brief=00000152-14a5-d1cc-a5fa-7cff48fe0001


How to Build a Motivated Workforce

Getting an engaged workforce requires employers to focus on nurturing motivation.m Employers need to nurture motivation in order to build an engaged workforce. Continue reading to learn more.


There’s a lot of buzz and conversation happening around the importance of employee engagement to a successful organization. But I believe that engagement is an overused or at least misused term. Engagement, to me, isn’t a process but rather an end-state where your employees are “all in.”

Engaged employees work hard on today’s priorities, and when they believe what they do matters and know that you’re invested in them, they will stay with your business for the long term and help you solve the challenges of tomorrow. But getting to this state of engagement requires focusing on nurturing motivation.

Simply put, motivated workers are more productive and efficient, and stretch themselves to do more. When employees are motivated, they get their work done faster and with greater levels of collaboration, creativity and commitment. A motivated workforce goes above and beyond to do what is in the best interest of the organization and, ultimately, the bottom line. So, what are ways you can truly motivate employees?

Set Clear Expectations and Goals, and Communicate Frequently

It’s a strange truth, but many employees simply don’t know what is expected of them at work. Workers are more motivated and engaged when they are given clear objectives, understand how they will be evaluated, and see how their efforts contribute to the bigger picture. Isn’t that what we all want anyway; to contribute to and be a part of something bigger than ourselves? When HR teams help create this clarity for our employees, they experience a greater “purposefulness” or “meaningfulness”  which in turn contributes to motivation. So how do you ensure organizational alignment and foster this sense of meaningfulness?

One critical step that HR leaders can take is working with managers to increase the frequency of communication around performance and goals. When employees work with their managers to set goals and then check in on progress on an ongoing basis rather than treating them as ‘set and forget,’ it can help improve employee motivation, elevate performance and benefit organizations overall. By increasing the frequency of conversations between managers and employees around progress towards goals, HR teams can take a huge step towards creating an effective performance management program for today’s workforce.

This ongoing endeavor isn’t easy.  There are time and commitment involved, and it only works when managers and employees are both invested in open and ongoing dialog about goals and expectations. But the more often managers talk to their employees, the more motivation and performance increases within the workforce. Even quick, informal check-ins, or “managing in the moment” to address priorities or give feedback boosts an employee’s sense that someone is invested in them, and drives motivation.

Spend Time Talking About Career Development

Motivation is tied to a future outlook. One critical way to boost motivation is to move away from ineffective, backward-looking annual performance reviews, and start coaching your managers around having more frequent conversations with their employees that focus on career development. By focusing on development, these conversations become more constructive, forward-looking, and connected to both personal and business objectives. Now you’ve motivated an employee because you’re actually talking about their future and showing you are invested in them!

Implementing performance management processes that are rooted in continuous conversations that center on coaching and career development is vastly more effective for motivating the modern workforce. Focusing on ”performance development” rather than “performance review” shifts the conversation around the process to a more forward-looking, positive and employee-focused stance. This can have a huge impact from an employee motivation perspective, rather than feeling like their managers are micromanaging them or questioning their work, workers feel invested in and motivated to get to the next level in their career, which translates to increases in employee performance.

Provide Timely and Relevant Feedback

Almost half of employees receive feedback from their managers only a few times a year or less. Not only do employees want clear expectations to be established, they also want to know how these are mapping to their larger career goals. Managers need to provide feedback in a timely manner to promote career development. Feedback can be tricky to deliver, and many don’t like delivering or receiving it. So managers need to normalize the feedback by making sure it is timely and is relevant to the employee and their work.

There are many approaches to delivering feedback, but delivering all feedback all the time isn’t the right answer. Managers need to be thoughtful about evaluating all the feedback they receive about their employees and select those items that are most relevant to the employee and those items that they are ready to hear, all in a timely manner to assist the employee in their career.

So, for many reasons, a quarterly review cadence, vs. an annual review, enables managers to align employees’ individual career goals with the organization’s top priorities, ensuring the employee has a sense of purpose and business goals are met.

This is what motivating your workforce is all about. There is no silver bullet to motivate your workforce, however, HR leaders and managers can make a big impact by having frequent and continuous conversations with employees that focus on career development, communicating clear expectations and providing timely feedback. It’s an ongoing process and won’t happen overnight, but by focusing on motivation, both employees and organization at large are better positioned for success.

SOURCE: Strohfus, D (27 August 2018) "How to Build a Motivated Workforce" (Web Blog Post). Retrieved from http://hrexecutive.com/how-to-build-a-motivated-workforce/


Shifting from employee engagement to employee experience

What is employee experience and why is it replacing employee engagement? In this article, Cabrera discusses why employers are shifting from employee engagement to employee experience.


The way businesses view their employees has changed. From mere workers and resources, employers started adopting the mindset that they should give their employees benefits and values, instead of just extracting value from them. The concept of employee engagement applies to this. A lot of studies and researches came out on how employee engagement helps increase employee performance and profitability. Recently though, a shift is happening, with the term “employee experience” gaining steam.

What is Employee Experience?

So, what exactly is employee experience or EX? According to this article, employee experience is “just a way of considering what it’s actually like for someone to work at your company”. It is a holistic model. It includes what the employee experiences in the workplace and within teams—bringing together all the workplace, HR, and management practices that impact people on the job.

Why the shift?

Employee engagement tends to focus on the short-term. For example, there’s an upcoming engagement activity. Once the activity is done, what happens? Most likely, the employee returns to their work, the event just a memory until the next one.

See also: 5 Tips to Improve the Employee Experience from an Employee Happiness Director

The change in workforce demography creates new demands. The millennial generation, which currently dominates the workforce, have different priorities than the previous generations. The Generation Z’s are now also entering the workforce with a new set of expectations.

Making little changes that impact employee morale and motivation is important. Employee experience is more long-term and big-picture focused. Its scope, from an employee’s point of view, can be end-to-end—from recruitment to retirement.

See also: Why Employee Engagement Matters – and 4 Ways to Build It Up

The challenge of EX is immense. Fortunately, technology is on your side. Various HR tools have been developed to help you get the data that you need, as well as make it easier for you to design the programs you want. Deloitte lists down what you could do right now:

  • Elevate employee experience and make it a priority
  • Designate a senior leader or team to own it
  • Embrace design thinking
  • Consider experiences for the entire workforce
  • Look outside
  • Enlist C-suite and team leader support
  • Consider the impact of geography; and
  • Measure it

The best way to conquer the challenge of EX is by starting now!

SOURCE: Cabrera, A. (23 January 2018) "Shifting from employee engagement to employee experience" (Web Blog Post). Retrieved from https://peopledynamics.co/shifting-employee-experience/


Everything benefits managers need to know about Generation Z

Say hello to Generation Z. Yes, they have some similarities to Millennials, but they have they own thoughts and attitudes when it comes to work and benefits. Read this blog post to learn more.


Just when you thought you had finally figured out the millennial generation, there’s another young cohort of professionals entering the workforce. Sure, they’ve got some similarities to tech-focused millennials, but they have plenty of their own attitudes and opinions about money, relationships and, of course, work and benefits. Meet Generation Z.

Generation Z was raised in a post-9/11 world, following the dot-com boom and bust and during the midst of the Great Recession. There’s no doubt that these world events have colored the way they think and the way they work. Generation Z is a large cohort of about 72.8 million people and about 25% of the population. It’s a generation that employers will need to understand to create meaningful relationships. Here’s what you need to know.

They’re true digital natives. Generation Z was born between the 1995 and 2010, which makes them the first truly digital native generation. By the time they were heading off to Kindergarten, the internet had reached mainstream popularity and Mark Zuckerberg had already launched Facebook across college campuses.

Like many of us, Generation Z is rarely without their phones. But unlike your older colleagues, Generation Z may be more connected than ever — documenting their days on Instagram Stories and Snapchat, and messaging friends by text and other messaging platforms.

However, they’re also a relatively private bunch. Rather than broadcasting their lives on Facebook (like their parents, aunts, uncles and grandparents), they favor networks that allow for privacy. Snapchat snaps disappear, as do Instagram Stories. Gen Z also gravitates toward apps like Whisper, an anonymous social network for sharing secrets.

Here’s the takeaway for HR pros: Rather than seeing this as a barrier to communication, look at it as an opportunity. Try using text message reminders for open enrollment deadlines or creating a Slack channel for benefits communication, in addition to email and paper updates.

They’re seeking financial security. Generation Z grew up during the Great Recession, during which they may have seen their parents lose their jobs or deal with serious financial hardships. Because of this, Generation Z is focused on financial stability.

Unfortunately, many Gen Zers may join your company drowning in student loan debt from college. Consider offering benefits that help them get out of debt and begin saving for the future. Student loan debt repayment benefits with platforms like SoFi or Gradifi provide appealing avenues to pay off debt faster. You can also promote tax-deferred savings programs such as a 401(k) or health savings accounts to minimize their tax liability and maximize savings opportunities. These benefits may also appeal to millennials struggling with student loan debt and the prospect of saving for retirement — all while they start families.

Financial wellness benefits are attractive to all of your employees — Gen Z included. Consider partnering with local banks or credit unions to provide other savings options and financial education. Make this education appealing to everyone by providing it in different formats — in-person for anyone to attend, as well as on-demand webinars or Skype meetings for those who appreciate a more interactive experience.

Gen Z wants to actively participate. Generation Z is the most connected generation yet; they’re used to Googling an answer before you can finish your question or chatting with their friends throughout each day.

This hyper-connectedness lends itself to more interactive workplace meetings. Keep your Gen Z employees engaged and garner feedback by incorporating polls into your meetings, or creating recordings and presenting to computers and smartphones using a platform like ZeetingsPresentain or Mentimeter.

Whereas millennials were known for their interest in collaborating with each other, Gen Z wants to own their work a little bit more and compete against colleagues. Use this to your advantage to introduce gamification into your programs. Platforms such as Kahoot cannot only help you create some fun competition, but it can improve information retention.

They have a surprising communication preference. We’ve established that Generation Z is a hyper-connected cohort. But research uncovered one surprise about this generation’s preference for feedback: they prefer to be in-person. Use this knowledge to mentor your managers who will deliver feedback, and use it to make your benefits more appealing, too. For example, a confidential advocacy program with phone, email and chat options can be a great source for Gen Zers who want more information on their benefits.

While not everyone in this age group will conform to these attitudes and feelings, it can be helpful to pull back the curtain and understand how this generation could be different from millennials, Gen Xers and baby boomers.