Month: July 2016

Capture Gen Y Through Your Employee Handbook

Posted on by Seniye Groff

There have been lots of discussions about Gen Y — also known as the anti-establishment. And employee handbooks are about as establishment as you can get. But they’re not likely to go away anytime soon.

Employee handbooks typically are sterile and very “corporate,” and these two words definitely do not capture Gen Y employees’ hearts. This group is not interested in the typical corporate ladder but is inspired by the ideal career path. Since fit is a critical factor in employee retention, give a potential hire a glimpse of your employee handbook to send the Gen Y candidate a clear message about who and what your company values.

It’s not necessarily prudent to have a different handbook for every generation, but for Gen Y, it’s a great solution since this generation views work much differently than previous generations.

How to Write a Handbook

Capture the Gen Y audience with fun and humor. Don’t take the handbook too seriously. Personalize it with current events and fads. For example, compare customers to stars competing for “American Idol” stardom. Listen to what these employees listen to and watch on television and the Web to get indicators of analogies to use. Also, Gen Y wants to know and understand the big picture. So be sure to answer the question “why” with all policies.

Some policies are more important to address than others, based on Gen Y’s expectations. For instance, Gen Y employees naturally like to work in teams and work with their friends. Some employers are even hiring groups of friends for positions. But it is critical to have a policy on what is and is not acceptable in the team environment. Again, use humor if possible. Workplaces have gotten increasingly casual, but if the organization perceives attire as an important item, address it in the handbook. Provide pictures and examples to get the point across.

Communication style varies greatly between the generations, so it’s necessary to spell out your policy in the handbook. Since Gen Y prefers e-mail and texting, have a policy in place for those types of communications. If it is not appropriate to text in the middle of a meeting, say so. But say it with humor and explain the “why.”

Capture not only the mindshare but also the hearts of Gen Y employees by touting corporate social responsibility and community involvement. Continually inform employees about the company’s positive impact on society. If employees identify with the company’s social mission, they are more likely to stick around.

Workplace flexibility also is a hot topic with Gen Y employees. Clearly spell out workplace expectations, and don’t forget the “why.”

Be Innovative to Get Gen Y to Read the Handbook

Delivery is important to the success of any handbook. Deliver it in multiple formats and consider texting and e-mailing policy updates. A blog can be an effective way to keep Gen Y employees apprised of corporate updates. Remember to seek their feedback constantly and provide them with regular feedback.

Gen Yers expect to have fun at work. They also expect to be encouraged to take risks and want to see that rules can be broken a little bit. Ultimately, this generation wants to do a good job. To capture their hearts, which is key to retaining these valuable employees, take a good look at your handbook. With a little tweaking, the employee handbook can be a retention tool instead of just a policy guide.

Managing Transitions and William Bridges

Posted on by Seniye Groff

I love my “Managing Transitions” book by William Bridges. In the first two chapters he highlights some things he thinks are important to tackle early in a transition process. Bridges presented these recommendations as part of a case study on customer service. Although your specific situation may be somewhat different, I think the principles still apply.

Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. To deal successfully with transition, you have to determine precisely what changes in their existing behavior and attitudes people will have to make. It isn’t enough to tell them they have to work as a team.

Analyze who stands to lose something under the new system. You can’t grasp the new thing until you’ve let go of the old thing. It’s this process of letting go that people resist, not the change itself. You have to understand the pattern of loss to deal with resistance or even sabotage.

“Sell” the problem that is the reason for the change. Most leaders put 10% of their energy into selling the problem and 90% into selling the solution to the problem. People aren’t in the market for solutions to problems they don’t see, acknowledge, and understand.

Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. (Again, this was relevant to the case study.) This is part of selling the problem. If you are the only one with first-hand experience of the problem, it is going to remain your problem. The key is to make it everyone’s problem.

Talk to individuals. Ask what kinds of problems they are having with “teaming.” When an organization is having trouble with change, managers usually say they know what is wrong. But the truth is that often they don’t. They imagine that everyone sees things as they do, or they make assumptions about others that are untrue.

Talk about transition and what it does to people. Offer leaders training on how to manage people in transition. Everyone can benefit from understanding transition. A coordinator will deal with subordinates better if he or she understands what they are going through. If they understand what transition feels like, team members will feel more confident that they haven’t taken a wrong turn. They’ll also see that some of their problems come from the transition process and not from the details of the change.

Start holding regular team meetings. Even before you can change the space to fit the new teams, you can start building the new identity by having those groups meet regularly. The plan had been to hold meetings every two weeks. Bridges immediately changed that: the teams met for 10 minutes every morning for the first two months. This frequent clustering helped override old habits and self-images and built the new relationships that teamwork requires.

Bridges follows with four more categories of specific tasks:

  • Those that are important but require more planning
  • Those that may be beneficial depending on how they are implemented
  • Those that are not very important and may even be a waste of time, and
  • Those that should be avoided at all costs.

“The first task of change management is to understand the desired outcome and how to get there. The first task of transition management is to convince people to leave home, to leave what is comfortable and known. You’ll save yourself a lot of grief if you remember that.”

 

 

Change Management

Posted on by Seniye Groff

Change is omnipresent in our daily lives.  Every year companies initiate thousands of changes. Statistics show that between 50% – 75% of those changes do not produce the expected results. Research points to several reasons for this. The top reasons are:

  • Lack of Executive Leadership or buy-in surrounding the change
  • Lack of proper planning or funds
  • Employee Resistance.

Often, people resist change based on their perceptions of four factors
identified by William Bridges as C.U.S.P. factors:

Control:  How much control do people feel they have over the current situation?

Understanding:  Do the people involved understand specifically what is happening and why, in language and terms that are meaningful to them?

Support:  Do people feel they have the emotional and practical support necessary to help them get through what they are experiencing?

Purpose:  Do people feel they have a purpose in the current change that gives meaning to what they are doing and feeling?

William Bridges, in Managing Transitions: Making the Most of Change, discusses the idea that successful changes are accomplished by managing the transitions that people must go through. He draws a distinction between “change” and “transition” as illustrated below:

Change

  • Situational
  • Physical
  • External
  • Set time frame
 Transition

  • Psychological
  • Emotional
  • Internal
  • Variable time frame

Transition is the process people go through when adjusting to a change in their lives. There are three phases of transition that must be managed to be able to positively function within the new environment.

Ending

Whenever a change takes place, people lose something. They may lose power, relationships, familiar surroundings, a process they were comfortable with, anything that they had an emotional attachment to. To effectively manage the transition, it is necessary to identify who is “losing” what and acknowledge the loss.

The Neutral Zone

 Between the place where the old ways are over but the new ways haven’t quite settled in is the Neutral Zone. People in the Neutral Zone don’t really know what to do. Processes, both new and old, might get dropped. Customer service might go down due to confusion over procedures. To effectively manage the transition, it is necessary to communicate, over and over and over, what part people should be playing, how the change is progressing, and what is over.

However, the Neutral Zone isn’t all “life in limbo.” The Neutral Zone is where the most creative energy lies. During this phase, people are better able to come up with new ways of doing things. Given proper encouragement and authority to innovate, people in the Neutral Zone can really add value to the company.

The New Beginning

When the change finally kicks in and people have accepted the “new order” they have reached the New Beginning. In this phase, the new processes and procedures start to “feel right.”

Change is going to happen whether we like it or not, so why not be a little more thoughtful about the process.  I highly recommend reading William Bridges’ work and trying some of the strategies he suggests.  Change is inevitable but how we react to the transition is up to each of us.