This post looks at what we see the current workplace situation and the distinct trend towards remote work.
The WHO officially declared the Coronavirus or COVID-19 outbreak to be a global pandemic, and the U.S. acknowledged the pandemic as a national emergency . We’re all in the midst of this profoundly distressing setting, and we sense that everyone is in a state of apprehension waiting to see what will occur next.
Major companies have been allowing or directing employees to work-from-home. Bloomberg stated: “We’re about to embark on the world’s largest work from home experiment.” Giant corporations have sent out memos to their millions of employees across thousands of offices to notify them to work outside the workplace, while other large firms have mandated operating remote.
The COVID-19 pandemic has brought significant distress, and we at Flexicrew want to assert that we are not trying to make any declarations that are out of our depth in this article. What we are trying to accomplish is to discuss the possible long-term effect that these circumstances can have on workplaces, teams, leadership, employees and temporary workers – something that we’re genuinely obsessive about. Our objective is to point out a new workplace direction that employers should consider in future plans
COVID-19 Drives Trend toward Work-At-Home
Authorities are forecasting Coronavirus pandemic may ignite a wide-ranging change from today’s economy and workforce. Stocks for businesses like Zoom that hav a prtial counter to ‘shelter-in-place’ have been up by 50% in 2020. Professionals like Elspeth Cheung, global valuation director at consultancy Kantar Millward Brown, said: “this is going to have a long term impact on how we work on a virtual basis.…once we develop this habit of living our lives online that will change our long term consumption habits.”
Experts See The Long-Term Transition To Remote Work
In truth, the pandemic may inspire an enduring change in the way and location where labor is accomplished in companies. Another expert, Erin Kelly (a professor of work and organization studies at MIT), suggests that despite being a frightful public health danger, the COVID-19 pandemic could possibly “give us a chance to rethink how work is organized,” and that it could be the “nudge that companies need to let go of outdated policies and practices.” This dreadful outbreak may make working remote the new normal in business.
With the present epidemic, though, having employees work out of the office has at this point become appealing, and for many companies, compulsory.
We conclude that the key matter is – could working from home become a new routine for employees?
The progress of remote work has escalated in recent years, even before the pressure of COVID-19. With this fact as background, some estimates or forecasts indicate that 73% of all teams in the workforce will have remote workers by 2028.
It appears that working from home gives eligible workers more autonomy yet doesn’t impact business performance. It also leads to reduced anxiety, more satisfaction, and improved retention of workers. When employees have the opportunity to work from home, burnout is down, and job satisfaction is up.
Remote work therefore, for convincingly tangible rationale, is swiftly becoming a broadly – acknowledged standard in present organizations, and it gives us the impression that Coronavirus pandemic could possibly further hasten the speed with which this occurs.
Flexicrew acknowledges this possibility and concludes it’s essential for our clients and other employers to challenge themselves to make recovery and post-recovery planning and strategies that include remote work in response to the COVID-19 pandemic.
At Flexicrew, we are preparing ourselves to efficiently find, recruit, and onboard qualified remote workers in preparation for a future sea-change and to best be able to support and advise our clients. Call us for advice or recruiting quality remote workers.
On August 4, 2020, the Small Business Administration (SBA), in consultation with the U.S. Treasury Department, issued new guidance through Frequently Asked Questions (FAQs) aimed at helping Paycheck Protection Program (PPP) borrowers navigate maximum loan forgiveness.
Practically every lobbying group in Washington is urging Congress to allow borrowers of loans under $150,000 to simply self-certify, or “check the box,” they have used the loan money as intended, and allow borrowers to receive a second PPP loan if they can show year-over-year losses in revenue somewhere between 20% and 50%.
Most PPP borrowers are now eligible to apply to have their loans forgiven and, in essence, converted into grants. Borrowers need to apply through their lenders using SBA forms or a lender provided application. The lender will have 60 days to review and approve the application before submitting it to the SBA, which will have 90 days to review it. The SBA may ask the lender or the borrower for additional information before making a determination to forgive all or a portion of the loan.
As a service to Flexicrew clients we are reprinting this news provided by Neil Hare originally released by AllBusiness.com
The following are the key questions and answers boiled down from the 10 pages of Treasury FAQs:
1.How do I submit my PPP loan forgiveness application?
In an effort to facilitate the process for sole proprietors, independent contractors, or self-employed individuals with no employees, the guidance explains you can use SBA Form 3508EZ or the lender equivalent. While Form 3508EZ is not quite a “check the box” scenario, it is far easier to understand than SBA Form 3508, which would likely require the assistance of a lawyer or CPA. The assumption here is that no employees, other than the owner, were used to calculate the amount of the loan on the front-end application.
The PPP FAQs also clarifies that all PPP lenders may accept scanned copies of signed loan forgiveness applications and documents containing the information and certifications required by SBA forms 3508, 3508EZ, or a lender equivalent. This avoids the need for any in-person meetings between borrowers and lenders.
2. Will I be responsible for payments of principal and interest while I wait for the PPP loan forgiveness decision?
The FAQs address a common question as to whether borrowers need to make payments while they await a forgiveness decision and will they be responsible for interest accrued during this period. The guidance makes clear the answer is no. As long as you submit a loan forgiveness application within ten months of the covered period and the loan is fully forgiven, you will not be responsible for any payments.
If, however, all or part of the loan is not forgiven, you will be responsible for repayment of that portion over the term of loan, now up to five years. And, yes, the interest accrued from the time of the disbursement of the loan on the amount not forgiven will also need to be repaid in this scenario. Your lender will notify you if a portion of your loan and interest needs repayment and when the first payment is due.
3. How do I determine which payroll cycles are included in PPP loan forgiveness?
Many borrowers remain confused about when payroll costs need to occur to count towards loan forgiveness. The short answer is if payroll is incurred during the covered period, but your usual payroll run occurs after the end of the covered period, it will still count towards forgiveness.
The FAQs provide the following example:
A borrower received its loan before June 5, 2020, and elects to use a 24-week Covered Period. The borrower’s Covered Period runs from Monday, April 20 through Sunday, October 4. The borrower has a biweekly payroll cycle, with a pay period ending on Sunday, October 4. However, the borrower will not make the corresponding payroll payment until the next regular payroll date of Friday, October 9. Under these circumstances, the borrower incurred payroll costs during the Covered Period and may seek loan forgiveness for the payroll costs paid on October 9 because the cost was incurred during the Covered Period and payment was made on the first regular payroll date after the Covered Period.
Likewise, on the front end of the loan, if payroll expenses were incurred prior to the covered period, yet paid during the covered period, they are forgivable.
You should note that under no circumstances can the covered period extend beyond December 31, 2020.
4. How do I calculate employee compensation for PPP loan forgiveness?
The next big question is what employee compensation is included in the forgiveness equation.
First, the guidance clarifies that when calculating cash compensation, borrowers should use the gross amount before deductions for taxes, employee benefits payments, and similar payments.
Second, payroll compensation includes tips, commissions, bonuses, and hazard pay, but the maximum forgivable compensation is $100,000. The key takeaway here is the issue of hazard pay, which allows employers to additionally compensate employees during the COVID shutdown and have that compensation forgiven.
Third, expenses for group health care benefits paid by the employer, and not the employees, are considered payroll costs that are eligible for loan forgiveness. Again, payments for these benefits must occur during the covered period for forgiveness.
Fourth, employer contributions for employee retirement benefits that are paid or incurred by the borrower during the covered period are considered compensation and eligible for forgiveness. Retirement plan payments deducted from payroll or paid directly by employees are not forgivable.
5. How do I calculate the loan forgivable amount for compensation if I’m a sole proprietor, an independent contractor, or self-employed?
Despite the extension of the covered period from eight to up to 24 weeks, there remain questions on how to calculate the forgivable amount for sole proprietors, independent contractors, and self-employed individuals without employees.
Originally, forgivable compensation for this category was capped at $15,385. However, if the loan amount was calculated on $100,000 compensation, the borrower would have received $20,833. (This number is derived from a monthly compensation of $8,333.33 multiplied by 2.5, as proscribed for determining the loan amount.) The difference between $20,833 and $15,385 left a gap of roughly $5,000, and for many solopreneurs with little overhead, a rather sizeable loan amount to repay.
Recent regulations have fixed this issue by making the cap $20,833. So, for most borrowers, if the covered period is extended beyond eight weeks, they would easily meet this threshold without needing to include non-payroll expenses in the equation and have their entire loan forgiven.
The new guidance does stipulate that for borrowers who received loans prior to June 5, and who use an eight-week covered period, the cap will remain $15,835. Borrowers are also eligible for loan forgiveness for payments for employer state and local taxes paid by the borrowers and assessed on compensation, for employer contributions for employee health insurance, and for employer retirement contributions to employee retirement plans.
6. How do I calculate non-payroll costs for PPP forgiveness?
The PPP FAQs further explain how to calculate non-payroll costs for forgiveness. Like payroll, covered expenses for rent, mortgages, utilities, and interest on loans incurred prior to the covered period, yet paid during it, are forgivable. Likewise, if these expenses are incurred during the covered period, but the next payment cycle occurs after the covered period, those too will be forgivable.
Many borrowers have wondered if interest on unsecured credit was eligible for loan forgiveness. The guidance states that while payments of interest on business mortgages on real or personal property, such as an auto loan, are eligible for loan forgiveness, interest on unsecured credit is not eligible for loan forgiveness because the loan is not secured by real or personal property.
While interest on unsecured credit incurred before February 15, 2020, is a permissible use of PPP loan proceeds, this expense is not eligible for forgiveness.
7. How do I calculate PPP forgiveness if I had a reduction in workforce or wages?
The guidance attempts to address the complicated issue of having forgiveness reduced due to reduction in head count or the inability to rehire or hire new employees. As the PPP program was intended to keep workers on the payroll, originally you would be responsible for a reduction in payroll in excess of 25% of the loan amount. Recent regulations have changed this and the FAQs reiterate the following:
In calculating its loan forgiveness amount, a borrower may exclude any reduction in FTE employees if the borrower is able to document in good faith the following: (1) an inability to rehire individuals who were employees of the borrower on February 15, 2020; and (2) an inability to hire similarly qualified individuals for unfilled positions on or before December 31, 2020.
Further, you are required to inform your state unemployment insurance office if an employee rejects a rehire offer within 30 days of the rejection. All offers to rehire should be in writing and, if possible, written rejections of offers should also be in writing. Attempts to hire new employees should be in writing as well.
Finally, if you reduce the compensation of existing employees in excess of 25% of their salary, the amount over 25% will not be forgiven. This includes both salaried employees and hourly workers. For purposes of calculating the loan forgiveness reduction required for salary/hourly wage reductions in excess of 25%, you should only include the decrease in wages, and not include other forms of compensation, such as health care or retirement contributions.
While the new guidance sheds some light on the PPP forgiveness process, it does remain more complicated than is necessary. For the sole proprietors, independent contractors, and self-employed with no employees, the process and documentation should be straightforward, while the level of detail required will increase with the number of employees a business maintains.
Most payroll providers will issue reports in line with banks’ requirements, which should also streamline the process. The banks and the government want to forgive the maximum amount of loans possible, which will bring the greatest benefit to the economy; they are just requiring some bureaucratic hurdles to make that possible.
Be sure to speak with your legal and tax professionals regarding the specifics on any CARES question and any potential legal tax issues facing your business. Flexicrew provides this information as a public service, but it should not be construed as either legal or tax advice.
Flexicrew can assist you with workforce planning and recruiting the quality talent that you need in this pandemic business uncertainty. Contact one of our workforce professionals Today!
Employee engagement is about the commitment of employees to reach challenging goals, finding ways to improve their employer’s work processes and achieve personal satisfaction from the job being done.
Study of Employee Engagement
Various researchers as well as individual companies have measured the motivation of employees using various simple-to-highly complex employee opinion surveys. Although results differ among studies, they are consistent in the direction of the findings.
A high level task force conducted detailed research on how an engaged workforce can affect an organization and its growth. It was found that there is a significant difference in the performance of organizations with a highly engaged workforce and organizations with lower employee engagement levels. Hence the task force said that leaders and managers should focus on making the employees more engaged since this could result in greater productivity and GDP growth. The statistics of employee engagement and business performance for some of the most reputed organizations were provided as evidence.
Statistics of Employee Engagement
One survey of the workforce indicates that…
– Only one-third of the employees are actively engaged in the work which they are assigned. According to a Gallup poll, only 51% of the American workforce is engaged.
– That translates into approximately eighty to one hundred million employees are not delivering their full capability or attaining their full potential at the work they were doing!
– 64% of the employees said that they had more skills than what were used for the work which they were doing at present
Comparing Employers with the Most Engaged vs. the Least Engaged Employees
Statistics were compiled of different organizations, and they were classified based on their level of workforce engagement. Specifically the performance of companies in the top quartile of employee engagement was compared to the companies in the bottom quartile. It was found that:
– The profit of the companies in the top quartile was twice the profit of companies in the bottom quartile
– The revenue growth of the top companies for employee engagement was two and half times the growth for companies with lower engagement
– Customer satisfaction levels in for the top quartile companies was 12% higher than the lowest quartile
– Highly engaged employees were 18% more productive compared to employees who were not engaged in the work assigned
– 59% of the employees engaged in their work were likely to offer creative and innovative solutions while doing the tasks assigned to them compared to only 3% of the employees who were less engaged
– The high engaged employees were less likely to leave their job and their companies had a 40% lower employee turnover, compared to businesses whose employees were mostly not engaged. So organizations with an engaged workforce has to spend less money and effort on recruiting new employees.
– It was found that efficiency in organizations having engaged employees was about 35% higher than businesses with less engaged workforce. For the organization, this increase in productivity is equivalent to having one additional free employee for every eight employees
– Organizations whose employees are less engaged, find that these employees are 42% more likely to be involved in accidents compared to businesses with a highly engaged workforce. This is because the unhappy employees are usually more careless and do not follow the rules specified. These accidents are expensive since the productivity is adversely affected.
Increase shareholder value (for companies with shareholders)
Hence every organization should do everything possible to keep their employees engaged, since it increases productivity and what’s more, it has a real effect on your business bottom line – without any additional cost.
Recruiting Engaged Employees
Need assistance recruiting engaged workers, call on Flexicrew or just pick our professionals‘ brain for creative ideas.
A good interview sets the stage for a first-rate recruiting outcome. Creating a consistent format and set of interview questions or an interview checklist improves your interview skills, creates a structure for consistency for each interview, and makes certain that candidates feel positively about the interview. And most important of all, essentially ensures you elicit enough relevant information to hire the right candidate.
Conduct an effective job interview with the following key recommendations.
Over the past 30+ years as a recruiter, I can confirm that at least two-thirds of my hiring manager clients weren’t very good at interviewing. Yet, over 90% thought they were. To overcome this situation, it was critical that I became a better interviewer than them, to prove with evidence that the candidate was competent and motivated to do the work required. This led me on a quest for the single best interview question that would allow me to overcome any incorrect assessment with actual evidence.
It took about 10 years of trial and error. Then I finally hit upon one question that did it all.
Here’s it is:
What single project or task would you consider the most significant accomplishment in your career so far?
To see why this simple question is so powerful, imagine you’re the candidate and I’ve just asked you this question. What accomplishment would you select? Then imagine over the course of the next 15-20 minutes I dug deeper and asked you about the following. How would you respond?
Peeling the Onion – Detailed Interview Questions
Can you give me a detailed overview of the accomplishment?
Tell me about the company, your title, your position, your role, and the team involved.
What were the actual results achieved?
When did it take place and how long did the project take.
Why you were chosen?
What were the 3-4 biggest challenges you faced and how did you deal with them?
Where did you go the extra mile or take the initiative?
Walk me through the plan, how you managed to it, and if it was successful.
Describe the environment and resources.
Describe your manager’s style and whether you liked it or not.
Describe the technical skills needed to accomplish the objective and how they were used.
Some of the biggest mistakes you made.
Aspects of the project you truly enjoyed.
Aspects you didn’t especially care about and how you handled them.
How you managed and influenced others, with lots of examples.
How you were managed, coached, and influenced by others, with lots of examples.
How you changed and grew as a person.
What you would do differently if you could do it again.
What type of formal recognition did you receive?
Comparing Candidate Accomplishment to Job Requirements
If the accomplishment was comparable to a real job requirement, and if the answer was detailed enough to take 15-20 minutes to complete, consider how much an interviewer would know about your ability to handle the job. The insight gained from this type of question would be remarkable. But the real issue is not the question, this is just a setup. The details underlying the accomplishment are what’s most important. This is what real interviewing is about – getting into the details and comparing what the candidate has accomplished in comparison to what needs to be accomplished. Don’t waste time asking a lot of clever questions during the interview, or box checking their skills and experiences: spend time learning to get the answer to just this one question.
Outcome -More Thorough and Focused Interview
As you’ll discover you’ll then have all of the information to prove to other interviewers that their assessments were biased, superficial, emotional, too technical, intuitive or based on whether they liked the candidate or not. Getting the answer to this one question is all it takes.
Get in touch with Flexicrew to find an accomplished candidate that matches your next job opening requirements.
Many people find the job search process to be frustrating. There are lots of things you can do to help you find the job you need and get hired more quickly. The tips in this article can really help you reduce your anxiety and find that job.
Preparing Your Job Search
Spread the word among all your friends and family that you are looking for a job – many companies value employee referrals highly, so ask your acquaintances if they know of any potential job openings that you might be a candidate for. Many people will be glad to help if they can!
Always make sure that the job that you are applying for is feasible from a location perspective. Often, you may want to just take the first job that is available to you, but you do not want to drive 100 miles to get to and from your job each day.
Showcase your writing skills and creative abilities with a comprehensive, interesting portfolio. Even if you are not pursuing a career in writing or marketing, communication skills are critical in any profession. Your portfolio should include a variety of written documents, such as press releases, business reports, research findings and executive summaries. These demonstrate that you can communicate with others in a professional environment and formal context.
Make a name for yourself! In a job market bleeding qualified candidates, self-branding goes a long way in helping you to stand out from the crowd. Self-promotion and developing your personal brand is not a matter of ego. Instead, it is an opportunity to showcase your best ideas, initiative and creativity. Never exaggerate or falsify your best attributes, but do not be afraid to set your modesty aside.
Looking for Employment – The Job Interview
Do your best to maintain eye contact during your job interview with the interviewer. Do not try to stare them down, but keep eye contact as much as possible. This shows the interviewer that you are paying attention and that you show interest in what they have to say. Practice with a friend before your interview and keep eye contact in mind.
When answering questions on an interview, stay as direct and concise as possible. The interviewer will know if you do not understand something so try not to beat around the bush. Clear answers will show that you know what you are talking about and not making up answers on the spot.
Remember that when you are at a job interview that you need to keep everything you say positive. Never speak badly of previous employers. This never reflects badly on your previous employer, it only reflects badly on you. If you do not have something good to say, then try to switch the subject.
Now that you’ve read this article, you should have much more of a handle on how to find a job. Practice the tips you just read until you feel confident about them. You are sure to wow interviewers and land the job of your dreams if you follow our advice.
For additional job advice, check out Flexicrew website today!
We want to take a moment to wish everyone a Merry Christmas, Happy Holidays, and Happy New Year.
We recognize we have so many things to be thankful for this year. We’re thankful for our clients and field employees and staff. We are thankful to our partners and vendors who provide us with good advice and business options helping our company prosper. I certainly am grateful to my family who provide me support and encouragement.
This has been a great year for Flexicrew. We have continued to grow and add to our team. We’ve added 3 new branches focused on placing skilled and unskilled talent. We were named for the sixth year to the “Best of Staffing”—a national award voted on by our clients. Our Flexicrew Technical Services company was ranked the fastest growing company in the state of Louisiana by INC.
Values and Mission
Most importantly, we have continued to live by our guiding principles. Our mission is straightforward and our values are clear. We provide: “Fast and flexible quality recruitment and employee placement. We believe in managing our business to create net positive impact on our employees, clients and communities.”
It is both a pleasure and an honor to watch our Flexicrew companies succeed as we help others achieve their goals.
Everyone has a personal definition of family–some families we are born into, some family we choose. We’re glad that you’ve chosen to be part of the Flexicrew family. As a family business, we feel a connection and responsibility to each of you and every member of our extended family.
We look forward to continuing to work with you in 2020 and beyond.
In Part 2 of this article we review a second set of 5 manager behaviors to determine if a manager reflects effective technical leadership.
We see that manager behavior includes all the tasks accomplished by a single individual (in smaller firms) or several persons (in larger organizations). The objectives of managing are to plan and control their subordinates activities. That leads to the achievement of objectives not possible if those subordinates acted independently.
Effective Technical Leadership in Manager Behaviors
In general, there are five overall manager behaviors that come into play in managing:
So, managers will engage in most or all the above functions of planning, organizing, staffing, leading, and controlling to one extent or another. How much of each element depends on the organization. The specific needs, methods and practices of the organization, and the level at which the manager sits will determine the extent of each. I.e., lower level managers, might not have too much input on staffing, if this is done further up the chain of command. But, a consistent theme through all levels of management is that managers are required to attain results or outcomes through subordinates.
Let’s review managerial behaviors 6 – 10 to see if your team has effective technical leadership:
6. Workers Look to You for Advice
Are you familiar to your teammates as a subject-matter expert (SME)? Do they frequently chat with you for advice or a solution? If so, you are a strong candidate for leadership. People come to you for your thinking since you give them answers that are well-thought out, timely and honest. This shows that you grasp how your company works and what you need and your team needs to do. With a sufficient amount of experience and knowledge you become a terrific resource. People often come to you for solutions to the challenges they can’t figure out. You need to develop a following among your teammates. Since you are a ‘go-to’ person, your willingness to aid co-workers will attract them to you naturally.
7. Workers Outside Your Team Recognize You as a Good Manager
Other groups of people – even your customers perceive you as a great manager. You’re knowledgeable and you exhibit a good grasp of the company’s business. You do that not only in your core responsibility but also beyond. This will give you a broad perspective on the way things work. And also a feel for how they should be working. When you’re in a leadership position, you need to have a close grasp of what is happening in the market and the potential challenges that are going to confront your company. With a good amount of knowledge of on-the-ground realities, you can ride your company through during challenging times to the top.
8. Newer and Better Ways of Running the Business
Your recommendations can be successful for the company by devising work flows that lead to improvements in the use of resources and time. Now that is a great quality that gets you a promotion to the ‘leader of the pack.’ New ideas and processes are vital to improved efficiency for the company. People in leadership have responsibility to squeeze every ounce of efficiency out of company resources. Making the workforce and processes more productive will reduce the time to produce a given volume of output. It will also reduce the time it takes you to make the jump up the ladder.
Concentrates When Listening
If you attentively listen to your coworkers and teammates and help them resolve roadblocks, it adds to your ‘cred” and to your odds of enter ping manager ranks. Fellow workers approach you to discuss anything they are dissatisfied with. You don’t feel it boring or ‘none of my business’ while you were listening to them. You know you don’t come across as not having time to speak to your employees or coworkers when they come to you with their problem that needs solving.
You need to be a good listener to exhibit effective leadership. Being a good listener convinces other managers that you care for your team and that you are empathetic. Besides, it will keep you engaged.
When your employees understand that you care for them they will be ready to work harder and deliver beyond expectations. Employees are generally used to returning the favor by a leader who cares for them. In this regard, they consider who the leader is, what they bring, how they are going to benefit from them and how they are going to benefit the company as a whole. Employees look for leaders who take care of them and who are reliable at both the workplace and outside.
Empathetic leaders listen with patience. This manager behavior brings them respect. When you listen frequently you tend to become a compassionate leader. Leaders in an elevated position will be extremely mindful of what is going on around them. How? They listen! They use both verbal and non-verbal cues. When leaders listen, they are not sensing what is being said, they engage in dialogue to get the real story.
When Others Attain the Next Level
If you see everyone’s potential, you encourage them to take steps to be promoted to the next level. Significantly, when you are in a leadership position, you need to take care of everyone in the team. It is not just the most talented employee that you need to consider. Make everyone perform at the highest efficiency level so that it will make each person themselves a better performer and it will also help the company doing the job at a higher efficiency.
Flexicrew , founded in 2008, focusing on fast and flexible staffing solutions. Flexicrew uses technology and industry best-practices to deliver the most talented and qualified workers–skilled and entry level to employers within most major industries. Headquartered in Chattanooga, TN with current plans to continue expanding in the TN, GA, NC, and north AL markets.
To boost individual job performance or to achieve ongoing project milestones, create targets which are SMART (specific, measurable, achievable, realistic, timely). SMART goals are vital to boost employee productivity and achieve quality, timely and successful outcomes.
SMART goals are intended to structure and guide an assignment or an entire project. You can pinpoint just what you want to achieve with this technique. This method is really helpful in guiding workers when they set personal targets that support the overall business mission.
Here’s an overview of the 5 elements of the SMART tool. They will help improve your chances of accomplishing a goal and boost employee productivity.
Boost Employee Productivity with SMART Goals
1. Specific (S)
When setting a goal, be specific about what you want to accomplish. This is the summary statement for your goal. It is not an in-depth index of how you’re going to meet a goal, but it should answer these questions:
Who – who needs to be involved to achieve the goal
What – your end game – what you are trying to accomplish
Where – identify if there’s a relevant location
When – at least set a time frame for interim results and final completion
Why – the reason for the goal
Which – any related obstacles or requirements
2. Measurable (M)
Define metrics you will use to determine progress and eventual success
3. Achievable (A)
Concentrate on the goal and why you want to reach it. Realize its importance to you or your business. Recognize the resources needed to achieve the goal and how to get them.
4. Relevant (R)
Focus on assignments or outcomes aligned with broader business objectives.
5. Timely (T)
Providing time constraints should create a sense of urgency. Set dates when goals must get done. Be realistic, with a little stretch.
A target date or timeframe for deliverables is necessary. Lacking a deadline goal leads to uncertainty and hesitation. And it causes workers to put off completing important tasks.
Need help setting the SMART goals for your workforce?
Flexicrew can help provide the clarity and focus required to boost employee productivity and get the most out of your workforce efforts.
Why communicate safety information when onboarding new employees?
The answer may seem obvious, but…
Studies show new workers have a higher risk of workplace injury than more experienced workers. Newly employed aren’t yet familiar with their workplace environment. Every workplace has different equipment, policies and procedures and its own safety conditions. And, if unfamiliar, a new person is more likely to suffer an accident. Firms must protect their most important asset – their employees – from harm.
Integrate Safety Information into New Hire Training
In the workplace, there are always a variety of safety dangers for recently hired workers. However, you can minimize the risk of a safety incident with new hires by including safety information in their onboarding training.
By effectively and completely communicating safety information, you can lower the chances of a new hire injury.
Here are some tips on how to get started…
Clearly Communicate All Safety Information
It’s too easy to take for granted that workers know and understand potential workplace hazards and safety procedures to avoid them.
You might think many of the hazards that are present in your workplace are preventable for a reasonable, cautious worker. But, don’t presume your new hires understand these conditions or situations. You need to be sure that all safety-related information needs to be clearly communicated and posted in obvious places in the environment.
Safety Information & Training during Onboarding
When a new hire first comes on board they spend their time pretty much at your discretion. After all, they haven’t the experience to jump in and fully participate in the work process. They’re often meeting co-workers, reading documents and “learning the ropes.” Use that initial period to review company safety measures and regulations. Emphasize key points of potential safety hazard and have them take a tour of the workplace. Highlight important info like hazardous materials, safety measures, location of emergency apparatus and first aid kits, etc. You should also make sure they have a list of emergency safety contacts with contact details. Be clear-cut on who to alert if an incident occur or if they have safety concerns, questions or recommendations.
Safety Information Policy & Procedure Handouts & Posters
When you present the information during the onboarding process, it is wise to give each new hire a copy of relevant safety policies and procedures. Allow them time to review the details as needed. This can easily be included in a employee handbook or as a separate document. By providing hard copies, you decrease the odds a worker will make a mistake simply because they weren’t informed. Make sure they read and grasped the information. Test their knowledge of the most critical points and have them reread topics they misunderstand.
Safety Information Ongoing Team Exchanges
As we mentioned above, providing safety information in onboarding is essential. But it also should be a continuous mandatory exchange of experience and ideas. Workers forget safety principles and courses of action the longer it’s been since they first learned them. So having the entire team take part in recurrent exchanges helps embed the policies. This is particularly the case where standards often change.
Regardless, use a preventive approach to workplace safety. That’s your best tactic. So carefully instruct your recent employees on their work environment as well as all relevant rules and safety actions for their location.
Reduce Safety Risk by Using Employees from Flexicrew
Flexicrew can help you learn more about safety policies and procedures or about seeking a skilled employee to join your company. Contact us to speak with an experienced member of our staff today and see how our talent staffing services can help your company succeed.
To motivate your team and achieve greater productivity use these 5 ideas that work.
There is one area that ranks high up in what workers want from their job – motivation.
What comes to mind when you want to motivate your team? Methods like money and praise drive people to work hard.
But, you’ll need to make sure that your team has the incentive to reach for higher levels of excellence. The most successful workers rely on a mix of outside and internal motivation.
Money is the most common motivator used with employees. And money is obviously quite relevant. But it can become a problem if it’s the only type of motivation you offer workers.
Soft motivators are important also because they are what tend to produce energy among workers and keep them going through difficult tasks.
How to Motivate Your Team on a Budget
Actually, how to motivate your team is personal for each different worker.
Encourage workers to figure out what motivates them to reach goals in addition to money. Then help optimize those motivators. Several benefits result…
productivity goes up
work stress reduces
burnout goes down
the whole team gets closer to its individual and team goals.
Similarly, as a manager, it’s not your job to provide your workers with motivation. (You can lead a horse to water, etc.) But, you can help them figure out what blend of factors drive them to work at their best.
Here are some accepted ideas to motivate your team that don’t involve financials.
1. Employee Value
To find satisfaction in a job well done, workers want to understand the value they deliver.
Do you have an employee who is very satisfied working for your company? That employee is probably driven by a strong sense of purpose and recognizes his value in the company. Most likely his supervisor gives him adequate and specific feedback on how he’s doing.
Use that motivation to motivate your team by making sure you offer everyone feedback. Share constructive reactions with the team to remind them of why they work.
When you set your own goals, you’re more likely to go after them. While the company will have goals for the team, it’s important to let your workers set some individual goals and define how they will achieve them. These goals should be specific, realistic, and challenging.
Also, personal targets that relate back to team and company-wide goals helps with self-motivation.
Employees need a “coach” to advise on company and department goals or provide specific hands-on fine-tuning. But they don’t need an auditor constantly looking over their shoulder with criticism and micromanaging.
Trust and a level of independence is a great way to motivate your team. Workers’ daily activities feed into working towards the established company goal. But letting them control how they prioritize their daily schedules or the approach they use can be a great motivator.
Micromanagement is often listed as a key reason someone leaves a job. Instead, managers should ensure their team has the tools and authority they need to make decisions and problem-solve at an appropriate level. That frees them from having to move everything up the hierarchy for resolution.
Discuss with your workers your supervision style and the feedback you will offer. Some may find it motivating to have frequent, quick meetings with you to check in and get quick answers. But for others, a less frequent sit-down is more desirable – and effective. Decide with your staff what works best for each member.
Some managers use personality type testing to determine the best working relationship for each team member. Knowing how they think and are likely to act and respond in the workplace helps build rapport between supervisors and each individual worker.
5. Work Environment
Research indicates the environment you work in plays a big role in motivation and success. Workplaces with more natural daylight and places to get privacy or some quiet time promote productivity.
You might add greenery, encourage breaks, and regulate the office temperature. (If you’re unsure, studies have found 70-77° F ideal for peak productivity.)
Do you need more help finding top performers for your team?