We’re rather fond of costumes here at TribeHR. And we typically don’t wait for Halloween to show up as, for example, a unicorn or a circus performer. Having said that, we’re totally onside with dedicating a specific day to appear as our favorite anthropomorphized cuddly animal, superhero, pirate or whatever else floats our boats. Especially if there’s candy involved—and a little competition!
Unicorn by Bart Everson, Wikimedia Commons
This year, our workplace Halloween party will include contests for both costumes and pumpkin carving. Carving contest-worthy jack-o-lanterns is not easy, so employees will work in pairs to outdo each other in the pumpkin carving competition. Offering two contests also allows anyone who’s uncomfortable with disguise to focus on the squash.
We’re excited about the extraordinary (as yet undisclosed) prizes, which will be awarded in the following categories for each contest:
most creative; and
best technical execution (required for the engineers among us!).
Rewards come in all shapes and sizes: It’s hard to know what makes people love the work they do and the company they work for. You can never replace the fundamentals of fair compensation and meaningful work with costume parties and candy, but you can certainly use them to sweeten the deal. When determining rewards, remember that close work friendships boost employee satisfaction by 50% and people with a best friend at work are seven times more likely to engage fully in their work. It just makes sense to incorporate workplace social activities into your overall rewards strategy and to foster an environment of fun and camaraderie.
Employees will optimize: If Halloween trick-or-treating was part of your childhood experience, you know that half the fun was mapping the route that would get you the most (and the best) candy. There were always a few houses in the neighborhood that everyone went to first (and again!). These neighbors were exceptionally generous, offering the best treats and sometimes spooking their guests with amazing special effects. Enterprising trick-or-treaters flock to these houses every year and these select few homeowners always enjoy the best possible Halloween parade. As an employer, your objective is to attract exceptional, enterprising talent. Whatever reward program you choose to put in place, make it outstanding and know that employees will study it and figure out how to make the most of it—that’s how you know it’s working!
It’s not always about the payoff: As much as everyone appreciates a payoff, sometimes the intention or the journey matters more. To paraphrase something American entrepreneur, Jim Rohn once said: The goal, however lofty, is not the important part. What’s important is what you have to learn along the way and the person you become in the process of achieving the goal. Between creating a costume, planning the route, walking for miles, and sometimes being required to tell a scary story before receiving the promised reward, Halloween traditionally required a lot of children. And while treats were the obvious payoff, many children derived more enjoyment from the planning, creativity, social interaction and play-acting of the day. Employees are also differently motivated. Knowing what matters to your people is more important than the specific perks you provide. Missing the mark, on the other hand, is like offering only Reese’s Peanut Butter Cups on Halloween and sending the children with nut allergies away disappointed and empty-handed.
For us, Halloween is an opportunity to build social bonds at work, get a little silly, indulge in some friendly competition and sweeten up the work day. We haven’t provided any specific Halloween “rules of engagement” or costume guidelines, because we trust each other to participate in the spirit of appropriate workplace fun. If that goes sideways, we’ll learn from the experience, make the necessary changes for next year and move on. Happy Halloween!
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In a text-message world where face-to-face is being replaced by tech-to-tech communication, we seldom have the chance to exercise our listening skills. Not that listening has ever been a strength for the majority. Most of us readily master the art of talking in our first 2-3 years on the planet. Listening, on the other hand—not so much.
Listen by Marcus Quigmire, Wikimedia Commons
According to the Writing Lab at Purdue University, there are a number of "types" who derail the listening process with a variety of counterproductive (if unintentional) habits.
Maybe you’ve encountered these types or
Managers, HR professionals, supervisors and team leaders have (at least) one thing in common: at some point in their careers, they’ll be asked to stand in the middle of a conflict and serve as de facto referee. When called upon to settle a conflict between two employees it’s important to have some tools at your disposal that can help you identify underlying issues, come to a workable solution and begin to restore co-worker trust.
AHL Referee by Rick Dikeman, Wikimedia Commons
Here is one such tool—a six-step process to help you mediate workplace conflict:
Employees leave for a variety of reasons. Some of the most common include:
Engaged employees stay longer
Inadequate current compensation (or better compensation elsewhere).
Limited opportunity for advancement.
A poor relationship with immediate supervisor or manager.
Lack of organizational support.
We’ve all heard the comment “people don’t quit companies, they quit managers.” It turns out that’s not the whole story. While the relationship with an immediate supervisor is highly influential, studies have found that perceived organizational support can actually mitigate the impact of a bad manager when it comes
In the United States, for all age groups, the employment-population ratio for persons with a disability is less than half that of those with no disability.
U.S. Department of Agriculture, Flickr
Employers often hesitate to hire disabled individuals and can be challenged by the need to accommodate employees who develop a disability while employed. The Americans with Disabilities Act (ADA) requires any employer with 15 or more employees to provide reasonable accommodation for individuals with disabilities, unless doing so would cause undue hardship. A reasonable accommodation is any change in the work environment that enables a person with a disability
When it comes to Corporate Social Responsibility (CSR), doing good is not enough—one must also be seen to be doing good. Awareness is essential and perception is everything. For most people, the default expectation of corporations is that they are motivated by profit, often at the expense of all else. When Google founders included “You can make money without doing evil.” in their list of 10 Things We Know to Be True, they were deliberately swimming against the current of popular opinion.
SuiteImpact Team in action, Flickr
In the past fifteen years a series of corporate ethical
Anyone who travels extensively for work knows it can be hard to stay healthy on the road (or in the air). Some of the factors that can erode the well-being of travelling employees include:
Photo by Jessica Spengler, Flickr
The contained environment on flights that efficiently recirculates virus-laden air.
Too much sitting (whether driving or flying).
Increased alcohol consumption at business functions.
The stress associated with travel and being away from home.
Breaks in regular fitness routines making it hard to maintain good habits.
Exposure to unfamiliar health and safety risks.
While business travel has been around since
For companies with multiple, geographically distributed locations, deciding whether or not to centralize HR is a decision with broad operational and strategic implications. A centralized approach enables an organization to streamline departmental functions across a complex system. It also ensures that HR policies are applied consistently and that information is managed in a unified way.
Wikimedia Commons, Public Domain
On the other hand, different locations are typically subject to distinct human resources regulatory and payroll tax environments, not to mention unique recruiting cultures; which lends weight to the argument for decentralization.
Multi-location companies that have grown through acquisition typically
Pumpkins by stevenW6, Flickr
Today is Thanksgiving Day in Canada – seven weeks earlier than American Thanksgiving, and way too soon to be considered a logical extension of the holiday shopping season. No doubt our hasty celebration of Thanksgiving has something to do with the shorter growing season and earlier harvest provided by our more northerly latitude. Proclaimed by Parliament in 1879 as "a day of General Thanksgiving,” the celebration was not tied to the second Monday in October until 1957. The origins of Thanksgiving in Canada are variously credited to Martin Frobisher, who gave thanks for the well-being of
Last week, I was chatting with a friend who runs a small business. Since I’m always interested in (and writing about) HR, I asked him to share his most significant HR challenges as a small business owner. He gave me a look—followed by what could only be described as a rant (which I can’t comfortably document in a public medium!). After this lengthy vent, he settled on the following two challenges:
Strong Work Ethic by regan76, Flickr
Finding people with a work ethic.
Finding people who are flexible and able to continually learn new