Like it or not, most business wisdom handed down from generation to generation is expressed in clichés. But probably the most annoying one is “People are our most important asset.” Why? Because very often, while great efforts are made to find and hire the right people, companies (and sadly, many of them SMEs) seem to oversee their Employee Lifecycle with something approaching laissez faire, or worst, by allowing the personal styles and preferences of individual managers to determine this essential element for business success.
Any businesses that have a more considered and stringent policy for managing office stationery than they do for their employees really need to rethink matters (and perhaps use extravagant amounts of Post-it notes to remind themselves they have a problem)
So, here’s another cliché. Don’t judge someone by their words: judge them by their behaviour. Having and operating a first-class Employee Lifecycle Management approach to managing and retaining employees counts as the true measure of a company that likes to talk about valuing people.
Professor John P. Kotter, Leadership expert and author says 'people are compelled to act towards the Company’s objectives, not through being driven towards achieving goals by Managers, but by the Employer ‘satisfying basic human needs for achievement, a sense of belonging, recognition, and self-esteem.
Employee Lifecycle Management can help ensure these actions and values are inherent in how Business Owners allow Employees to achieve their personal goals while the Business achieves its own
The result: Employees growing at the same time as the Company grows.
Depending on the industry, the company and its culture, there are potentially many different versions of the Lifecycle. The following is what HR Duo feels reflects the universal elements.
The right employees are hard to find and sign up. And when there are multiple roles to fill, the challenge is a lot greater. If the Company’s Business and Operational Plans are properly aligned, every single new recruit has a role to play in the Company’s success.
As of September 2019, we’re in an ‘Employee’s Market’, with many organisations struggling to fill vacancies with quality candidates, and plenty of competition for good people. The steps are Find the Person; Verify the Skills and Qualifications; Be Sure there is a Cultural Fit; Persuade the Employee to join; Check the References. And this all has to be managed within a time frame that works for the Business.
The world of work may have changed, with jobs no longer being for life; but no Business wants a rapid turnover of newly-recruited staff. And the task is made more complex when there’s a need to recruit non-EU Nationals, who need visas and work permits, for example.
Good Recruitment requires a highly professional approach. It’s the foundation for the entire Employee Lifecycle – and business success.
Sounds like something new, but it’s really just ancient wisdom applied: Employee Onboarding is all about getting new employees off to the best and most productive start possible, and reducing avoidable early staff turnover. No one wants to contribute to a recently published statistic which shows that up to 30% of new recruits will leave in the first 90 days.
Besides managing negatives (as in early exits), Onboarding allows SMEs to reduce the length of time for New Hires to become productive and beginning to pay for themselves. Part of this is helping the Employee to understand and become part of the existing culture, while setting up a Performance Measurement and Rewards process, all related feedback systems, and ensuring all Training and Health and Safety measures are covered.
There’s nothing to beat a good start, and this is best planned and managed.
Positive Employee Relations are essential to delivering a successful HR strategy. They help manage the engagement relationship with employees, up to and including Trade Unions. They also support Managers with clear processes for grievance, discipline and other processes.
Maintaining Positive Employee Relations helps protect the Business from an increased use of Employee Representatives, the avoidable loss of management time and the development of an adversarial culture within the Business. At its worst, an absence of Positive Employee Relations means an increase of absenteeism, staff turnover and litigation.
Leadership, Communications, Bargaining and Procedures, underpinned by HR Systems, are just some of the tools that produce Positive Employee Relations.
Performance management involves helping Employees set and reach goals for the business, and in achieving this, to attain personal growth. The process also supports the Company in reaching its own targets and achieving its objectives.
Put simply, what gets done is what gets measured. Measurement and tracking are central to how any successful business is managed.
Performance Management Programmes are a powerful alignment of the objectives and plans of the Business with what its Managers and Employees do every working day.
The symptoms experienced by Companies that do not have Performance Management Systems include poor service, poor communication, staff turnover and missed targets. To continue the medical analogy, the best solution is prevention.
Good Employee Communications is fundamental to Employee Engagement, an attractive Company Culture and a contented workforce. Without any one of these, company performance will suffer. Communications is two-way: yes, it’s what the Employer says to and shares with staff, but it’s also about the communications style, and how Employees can put questions to, and get feedback from, the Company.
Good Employee Communications exist when there is a range of approved ways to communicate, communications are delivered by the appropriate person, there is a feedback loop – and mutual respect is assured.
Question: What is voluntary, confidential, and stands a very good chance of keeping an Employer out of the labour Court? Answer: Workplace Mediation.
Workplace Mediation is a user-friendly alternative to managing certain HR problems in the workplace. Small Business Owners can use Workplace Mediation to defuse and resolve disputes in a way that is likely to conclude with a mutually accepted solution.
Whether they resign to work elsewhere, their contract ends, or they retire, Employees leave Employers and there needs to be a clear Employee Exit Policy and Process. Apart from being a core part of HR Management, it’s an essential measure in protecting a Company’s assets, Clients, Intellectual Property, as well as guarding against legal.
And it’s also an opportunity for the Employer to learn. There can be value in hearing why the Employee is leaving, and learning of work practices or culture should possibly change.
From receipt of resignation letters, checking required notice periods, securing of assets and all other matters, good Exit Management Practice is how these are all delivered.