The Most Meaningful Employee Benefits Focus On The Why

meaningful employee benefits

The growing interest in employee benefits has hit a fevered pitch this year. Many large organizations like Netflix, Microsoft, and Facebook have all recently enhanced their benefits packages. Others, like Gravity Payments, made a splash in the headlines with news of higher wages across the board.

As a result, I’ve had plenty of fodder for recent articles on the topics of interesting employee benefits programs, as well as the potential dangers of companies attempting to “keep up with the Joneses” with sometimes outrageous offerings.

Don’t get me wrong; extending additional benefits to employees is a wonderful thing. The danger, in my opinion, has more to do with the why behind these efforts and the selection of which benefits to extend versus others.

The Why Behind The What

meaningful employee benefitsThe question that I often ask my clients is why are they looking at extending additional benefits to employees? Is it because the rest of the world seems to be doing it? Is it because you’re trying to keep up with your competitors?

Julia Gometz, author of the book, The Brandful Workforce: How Employees Can Make, Not Break Your Brand, suggests that a company’s benefits offerings define a brand. “If you focus on salaries then you will attract people who are motivated by that. People who apply to work at your organization make their decision based on what you are offering and if it aligns to what they are looking for. Not everyone is looking for the same type of offering and it’s the organization’s responsibility to seek out the types of people they want and figure out what motivates them,” Gometz says.

Rather than simply keeping up with your competitors, benefits should help attract and retain the right talent and help your employees succeed in their roles with your company.

Which Benefits Is An Important Question To Ask

Companies that clearly align their benefits package to the values of both their employees and the organization are better positioned to succeed in today’s competitive landscape.

I recently had an opportunity to spend some time with the leaders at Hilton Worldwide, an organization that is taking a thoughtful approach to employee benefits. I asked them about several benefits changes being implemented across their corporate offices and corporate-owned and operated properties.

Matt Schuyler, Chief Human Resources Officer at Hilton Worldwide says, “In the hospitality industry, we believe that it all starts with culture. Our team members join Hilton because they love to please others. It’s our job to ensure that we take care of our people so they are empowered to take care of our guests.”

The first major benefits changes instituted by Hilton is the January 2016 roll out of extended parental leave benefits to fathers and adoptive parents. In January, new fathers will be eligible for two full weeks per child. Additionally, the company’s existing maternity leave will be extended for an additional eight weeks (to a total of ten weeks of fully paid leave per child).

The second benefits expansion announced by Hilton was the roll out of a new GED assistance program to all full-time, US-based staff of corporately owned and operated properties. In a partnership with the Council for Adult and Experiential Learning (CAEL) Hilton will provide one-on-one GED preparation and advisement services, as well as test preparation.

“It’s tough for many adults to go back to school and to commit to getting their GED”, says Mark Crowley, Director of Internal Communications. “For many of our hourly team members, the achievement of obtaining a GED can help them not only continue to develop themselves, but it can unlock additional professional opportunities for them both within the Hilton organization and beyond.”

In an effort to provide employees of corporately-owned properties increased ability to plan their lives, Hilton also instituted a ten-day schedule guarantee. This commitment meant that employees no longer had to plan their lives around very short notice work scheduling. Instead, they now see their schedule with enough advance time to effectively schedule the rest of their personal commitments and plans.

How to Choose the Right Benefits

These benefits will positively impact thousands of Hilton Worldwide employees across the country by providing them with additional support in both their family lives and their personal development. But it’s important to understand how these benefits came about.

Rather than being the brainchild of an HR staffer in subbasement D, Hilton’s leaders took the time to understand the unique values and needs of their employee base in order to craft enhanced benefits that actually mean something to them.

Using both data analytics and personal interaction and insight, Hilton’s leaders were able to gain a clear understanding of employees’ needs and struggles. This allowed them to be intentional with their employee benefits, as opposed to chasing the latest fad or the latest perk that their competitors just announced.

In the hospitality industry, the experience is everything. If hospitality brands are able to create an internal culture that models their values and their desired customer experience, they are much better positioned to drive long-term customer satisfaction and loyalty. Hilton’s Schuyler describes his organization as desiring to attract and retain talented team members who love what they do. “If you love what you do, it shows.”

Culture is evidenced in your product. And in this transparent world, it shows. Julia Gometz explained that, “Brandful companies have figured out how to merge the culture with the organizational brand. They cannot be spoken about separately and those organizations who isolate the customer from the employee experience will fall behind.”

Schuyler adds, “There is a lot of copycatting going on in the benefits space. We’ve consciously rejected this approach. What works at Netflix won’t work for us.” Hilton’s efforts to gain a true understanding of the needs and values of their employees in order to provide meaningful benefits speaks to the power of being intentional and aligning benefits packages to support and reinforce the deeper values of the organization.

This article originally appeared on Forbes

3 Things to Know Before Eliminating Performance Evaluations

performance evaluations

The HR scene has been up in arms recently as several large firms; including Deloitte, Accenture and GE have made the decision to eliminate their traditional performance evaluation processes. But before you go storming the gates of your CEO’s office with torches and pitchforks demanding that your organization follow in their footsteps, you may want to step back and consider a few things.

The biggest media splash around the topic came from Accenture, who will be eliminating their annual performance review and ranking process this September. According to the announcement and the subsequent press coverage, they cited empirical research that suggests a lack of clear value, an overwhelming amount of time and energy that’s expended supporting the process each year, and the plain and simple realization that their annual performance review process was failing to drive the performance they are looking for as an organization.

But, Accenture did not say that they are getting rid of the process altogether.  Accenture’s CEO Pierre Nanterme told the Washington Post in a recent interview that, “We’re going to get rid of probably 90 percent of what we did in the past”.

Rather than being a once-a-year process where people are force-ranked, the general sentiment seems to be moving away from structure and administrative burden to more frequent, real-time periodic feedback to let employees know where they stand on an ongoing basis.

And this, like GE’s new real-time performance development process, allows employees and their managers to clarify expectations, provide feedback, and set goals on an ongoing basis throughout the year.

Consider This Before Eliminating Performance Evaluations

I recently spoke with Philip Hendrickson, Chief Talent Strategist at Qwalify, about some of the more important considerations around employee evaluations. Collectively, we came up with the following three critical considerations every leader must know before eliminating performance evaluations in their organization:

1. Consider the importance of feedback. Your employees need feedback. They do. Performance evaluation processes are vital for a company. Done well, they reward certain behaviors and acknowledge business success. They also provide developmental guidance, ensuring that people feel they are growing and learning in their role.

Good programs make employees feel valued and retained. There is no better way to build a positive company culture than on a foundation of transparency and respectful acknowledgment of performance.

2. Know what will replace your current process. If your annual performance evaluation is tied to compensation and incentives, how will you make those decisions if you completely do away with your current process?

Professionals at all levels are used to a process that recognizes quality performance that rewards consistent behaviors. Whether you use formal performance evaluations or not, leaders must ensure that there is something else in place before eliminating their company’s current processes for rewards and recognition.

3. Make sure the new way is an improvement. Most companies view the annual performance process with cynicism. But most of the issues with typical performance processes are with the final ranking that individuals receive, not the evaluation itself. People feel that however hard they strived and pushed themselves during the year, they were still ranked as “meeting expectations.” It takes the wind out of them.

A lack of transparency is another cause of cynicism with many performance evaluations. It creates a feeling that there is some mysterious back room where the real decisions are made and some criteria not related to real performance that tips in favor of some people and not others.

Poor reviews, without clear communication of the process, literally chase employees out the door. Be very cautious how yours is structured and delivered.

How We Manage Performance

Our small firm currently has an annual performance evaluation process and we’ll probably stick with it.  Since our employees work with numerous supervisors on several project teams each year, it’s nice for folks to have a chance to get formal feedback from the Partners and Managing Directors at the end of the year. It’s not a very labor-intensive process and it ensures that people are getting feedback from everyone with whom they interact throughout the year.

That said, because people work on many different project teams over the course of a given year, we rely more heavily on the more frequent, specific feedback employees receive at the conclusion of each project. This feedback is delivered individually with the project lead as well as in a group during the after-action review process. Team members work together to identify the things that went well and those that didn’t go so well, in order to continually refine our processes.

Is There A Better Way?

While it may seem that there isn’t a single person walking the face of the earth who looks forward to annual performance evaluations, it doesn’t mean that performance feedback is not desired. Feedback is essential for driving behavior and success.

The talent marketplace has shifted and more employees have begun looking for other opportunities. When someone doesn’t feel their skills and experience are valued by their employer and they feel that they are not getting the level of feedback on their performance that they need to grow, they are much more likely to take a call from a recruiter.

So before you do away with your evaluation process for good, consider the needs of both your organization and your people. Be intentional about how you evolve your systems and processes to provide a winning formula for providing feedback on a more consistent basis.

This article originally appeared on Forbes.com

A Closer Look at Netflix’s Surprising Parental Leave Policy

netflix parental leave policy

Is Netflix’s move to unlimited maternity and paternity leave an innovative new trend or unintended train wreck waiting to happen?

In this week’s announcement on their blog, Netflix’s Chief Talent Officer, Tawni Cranz, sparked a lengthy debate about the pros and cons of ‘unlimited’ policies for benefits like parental leave, vacation and sick time. Cranz’ announcement was, no doubt, crafted very carefully and it’s important to take the time to read and understand it.

While positioned as helping empower employees to have more control of their work-life balance, the question on everyone’s mind today is what this trend really means to the future of work.

What’s Behind “Unlimited” Time Off?

In the first sentence, Cranz writes, “At Netflix, we work hard to foster a ‘freedom and responsibility’ culture that gives our employees context about our business and the freedom to make their own decision along with the accompanying responsibility.”

This statement alone is critical. It alludes to an underlying dynamic tension between offering employees the freedom to manage their own work-life balance while also providing them with a clear understanding of their critical role in the company’s success.

This is, as the announcement mentions, a natural extension of the company’s unlimited vacation policy, which has been in place since 2002. The key difference, however, is that unlimited vacation policies often come with the unwritten expectation that employees are available to check-in remotely while they’re away.

“Unlimited” company policies like these may, in some situations, actually create more problems than they solve. When there is no defined allowance for something like vacation, for example, people tend to use less than they may have otherwise, as they feel pressured to manage the perceptions of others.

When companies give employees a defined allowance for vacation or leave, people may tend feel okay about using it all. But when it’s unlimited, people may hesitate to use the benefit for fear that others may perceive them as abusing it. A shining example of this backlash was Tribune Publishing, who rescinded its unlimited vacation policy due to employee complaints. Employees didn’t want to stand out as “the person that took too many vacation days.”

With parental leave, there is a definite start date and no expectations of working remotely. As parents of newborn babies try to navigate their own changing work-life priorities, they aren’t likely to want to return to work during that first year, especially if they are being paid while they’re away.

For new parents, it sounds ideal. But it’s yet to be seen whether, like unlimited vacation policies, the behaviors and expectations of their peers will affect their decisions.

Like Uncle Ben told Peter Parker all those years ago in the Spiderman comics – “With great power comes great responsibility.” While employees are empowered to make their own decisions with regard to parental leave, there is an underlying responsibility to their employer and to their coworkers.

Keeping Up With the Rest of the World

The reexamination of parental leave is not uncommon in the tech world. Other companies such as Twitter and Yahoo have also adapted their parental leave policies as one way to adapt their battle strategies in the ongoing war for talent.

Even Microsoft recently announced significant changes to their leave policy. They, like Netflix, explicitly made mention that this move is an effort to enhance the employee experience and to align their benefits policies with what they value in their culture.

But, this too may not be the whole story. As a multinational company, some see this move as an attempt for Netflix to align the US parental leave benefits with those of Canada, where new parents can receive coverage for a full year.

While it may be true that US parental leave norms seem decidedly different compared to many other nations, it must be noted that many countries also use employment insurance to cover a portion peoples’ pay while they’re out of work. Netflix will be paying peoples’ full salaries and shouldering 100% of the burden.

What You Need to Consider Before Following in Netflix’s Footsteps

If the idea of unlimited parental leave has sparked your interest, here are a few considerations to make, before you adopt a similar policy for your organization:

The size of your organization. Large companies can absorb the costs associated with unlimited parental leave. For smaller companies, however, it can be a massive burden to shoulder the lost productivity of their employee base. You’ll really need to analyze the risks versus rewards.

The potential of alienating childless employees. This argument comes up frequently in open discussions about the topic of parental leave and it’s a consideration when making policy decisions. Not to say that should stop you, but it is something worth being thoughtful about as you anticipate peoples’ reactions.

Contradicting your core values. This one can be a doozy. When organizations espouse certain values but do not align their internal systems and processes to those values, confusion and calamity can abound. Organizations who are intentional about this alignment tend to be much better positioned to drive performance over the long-term. A prime example is CVS Health and its policy changes around selling tobacco.

At the end of the day, I’ve been a business owner and leader long enough to realize that every well-intentioned decision comes with the potential for unintended consequences. But that doesn’t mean that the benefits don’t outweigh the costs.

I applaud companies for reexamining their systems and policies and working to align them with their values. It’s these misalignments that can potentially create chaos in organizations and it’s the differentiator that wildly successful companies use to keep their advantage in the market.

These are tangible efforts to shape company culture into a point of competitive advantage and, unintended consequences or not, I personally believe that working to align systems and policies to your values is never a bad thing.

 

This article originally appeared on Forbes.

 

Five Ways to Foster Commitment During Organizational Change

foster commitment during organizational change

You’ve already met for countless hours with consultants, your leadership teams, and analysts to plan a change for your organization. You have a well thought-out direction and plenty of steps to get there.

You’re ready…

Chomping at the bit…

…Now what?

You’ve worked hard to map out the path ahead. But to move towards that new direction, you need commitment from the rest of the organization. You need people on your side, willing to change along with you. A critical mass of committed people to get the other heel-draggers to come along.

If you’re imagining a tall, rocky cliff in front of you when it comes to this part of the change, you’re not alone. Fostering commitment takes time, presence, and awareness. It may be an uphill climb, but with the right tools and mindset, you can lead the way for the rest of your team to commit and follow you up the mountain.

Leaders often take systems, like the chain of command, compensation, or the social pressures from colleagues, for granted. Rather than spending the time to foster genuine commitment, they rely on extrinsic incentives and compliance to ensure that change happens. Unfortunately, forcing commitment through compliance is often unsustainable.

While compliance may work for small process changes, it only encourages the bare minimum for organizational change. In the long run, forcing compliance can contribute to a pervasive feeling of disempowerment among employees.

There’s no doubt that changing behavior is hard for everyone. The psychological process of change can be a gauntlet. It’s up to you as a leader in your organization to help your team understand their role in the change process and help give them a sense of ownership over the outcome.

Here are 5 ways you can help foster commitment in times of organizational change:

Understand and recognize what has to be let go

In order to change, we have to let go of what was done before. Psychologists know this as a very real period of loss, anxiety, and fear. During the change process, there will be a range of reactions from people, both inwardly and (sometimes) directed at you: “So you mean what I was doing before was wrong?” “But I’m comfortable here.” “This is the way we’ve always done it.” “What am I going to lose?” “What do I need to protect?” You can imagine how this anxiety can spiral into resistance.

As a leader, rather than glossing over this fear, address it. Be frank about what might be different. Recognize those feelings of worry, and help people deal with it by listening rather than rushing to convince them of the positive outcomes that will result from a change. People need to be heard in order to feel supported during this time.

Tap into your authentic self

Be honest with yourself and your team about the level of discomfort there may be with the change. Will you be struggling to adopt some of these things? An authentic display of self-awareness and vulnerability does a lot to develop trust between you and your employees: “I know my default setting is to keep information to myself, especially given how hierarchical we’ve been in the past. But I’m actively working on getting information out to more people as we transition. It feels unnatural to me, but I’m convinced this will be good for us in the long-term.”

You can also recall your own experiences with change to empathize with your organization. Do the following reflection: When was the last time you were asked to do something dramatically different? What was your initial reaction to that request? How did you feel? What did you do? Did you change? Why? Pay attention to what it was like for you to change, and connect with people on this level.

Get to know your community

Development workers, social workers, and community organizers are in the business of asking people to make big changes. A major part of their work is to get to know the community, simply by walking around and spending time with people. Take a page from their book: get out from behind your desk and into the organization and actually talk to people.

During a change, your presence as a leader is critical. Listen. Ask good questions. Allow members of your organization to discuss what they see and how they see it. Take the time to respond to those fears and worries about the coming changes.

There is nothing worse for commitment than an absent leader. Feeling seen and heard can lessen people’s level of emotional vulnerability during change. Get out there and be your honest self.

Get the right people on board

Consider doing a network mapping exercise to understand who in your organization will be most important to get committed early. Who has a strong relationship with people? Who knows how to develop trust with their subordinates? If one person commits, will there be ten others who follow them?

As people in your organization enter into the change-gauntlet, they will be looking to the top for confirmation. Is your leadership team walking the talk? Are they committed in a way that role-models behavior to the rest of your employees? The same questions mentioned above will be crucial to have with your top team.

Rinse and repeat

Gaining commitment is an iterative process and different people will experience anxiety at different times. As your plan gets underway, new questions will arise. Your leadership team may feel exhausted.

What’s important to remember is that re-visiting commitment is equally as important as re-hashing the plan and tracking your progress. The 5 tips above will help you get there.

 

What Your Employees Really Need to Keep Them Engaged

key to keeping employees engaged

Employee engagement is one of the top challenges facing organizations today. In fact, 87% of organizations cited employee engagement as a top concern, according to a recent report from Deloitte.

There may be many reasons why this is suddenly, and increasingly a concern for leaders over the past several years. And while behaviors like micromanagement, poor pay or benefits, or a lack of appreciation or praise are often cited, they don’t paint an accurate picture of the entire engagement story.

Read More…

Building High Performance Teams Takes More Than Talent

building high performance teams

We’ve all come across this type of person in our careers: the guy who is miserable to work with but who’s also “the top salesman we have.” Or how about “the smartest guy in the room,” who’s also the most unapproachable person you’ve ever met? The talent may well be there but, in today’s increasingly networked workplace, it isn’t a guarantee of success.

Sometimes, very talented people just aren’t a good fit for your organization, but more often, the problem lies in a leaders’ inability to harness or align their employees’ talent to the mission. Either of these situations can cause employees’ talent to atrophy — or, worse, give them a reason to move on to a more engaging position at another company. Your job, as a leader, is to recognize when talent isn’t being used to its fullest potential and correct the situation.

When Talent on Its Own Isn’t Enough

As a leader, you may be tempted to hire an individual, or keep him in your organization, based on talent alone. Unfortunately, this might be a recipe for disaster. To make a difference, talented people need to be given the right roles and responsibilities, proper direction, and a sense of urgency. Most of all, they need to be properly aligned to advance an organization’s long-term goals.

Here are some common talent issues leaders face that could hinder your business’s success in building high performance teams:

  • The “lone wolf”: The lone wolf archetype makes for a great western, but in today’s hyper-connected business world, that mindset just doesn’t work. You could have the smartest guy in the industry working for you, but if he can’t interact with the rest of your team, he’s ultimately a drain on morale and productivity. A successful business requires a team of people who make use of each person’s talents through effective and productive communication and collaboration.
  • Misaligned talent: Businesses can fall victim to misaligned talent for many reasons, but what I’ve seen happen, time and time again, is talent being evaluated based on short-term operational needs versus long-term business goals. Perhaps you needed someone to fulfill certain responsibilities in a pinch when your business was growing, but now that person is stuck in a role where her talent is being wasted. Leaders must be able to see past pressing operational needs to the future performance of the company, which includes putting your best and brightest in leadership and strategic roles.
  • Disengaged talent: If a talented employee is bored or unmotivated, they’re not going to perform to their highest potential. Getting employees out of their comfort zones, but not in panic mode, will help employees feel like they’re contributing to a greater cause and experiencing individual development. Those employees will know they are truly putting their strengths to good use and will go above and beyond for your business. However, fail to provide a challenge that fully utilizes an employee’s talent, and that talent will start to mold.

How to Align a Team’s Talents

Business moves fast. Often, business leaders get caught up with other priorities and let the performance and direction of their teams fall by the wayside. Here are three simple remedies to get talent back on track:

1. Communicate: The most effective way to align a team’s talents is through honest dialogue. Take the time to evaluate internal processes and dynamics. Hearing from your team about what is — and isn’t — working will help create alignment and do more for your team’s big picture than any task management system or monetary bonus ever could.

2. Look at your business objectives: When you put talent in the context of business strategy, talent will start to naturally align itself. Leveraging the strengths and preferences of employees according to where they fit within your long-term business objectives will naturally bring out the best in your people and organization as a whole. Make sure all employees know their roles and how their actions contribute to the bigger picture.

3. Put the right people in the right seats: Jim Collins said it best when he advised that people need to be put in the right seat on the bus to drive performance. If your goal is building a high performance team, find the right roles and responsibilities for the right employees. Find out what your employees enjoy doing and what motivates them to determine where they are best suited.

All leaders want the most talented people working for them, but talent alone can’t carry an organization. Leaders must provide oversight and direction to ensure employees are engaged, motivated, and challenged on a daily basis. Most of all, they must harness talent effectively by putting people in roles that align them — and the organization — for long-term success.

This article originally appeared on Forbes

 

 

Is Your Anonymous Employee Survey Doing More Harm Than Good?

We live in an era of oversharing. While most people are comfortable sharing what they ate for lunch, what they watched on TV, and what their relationship status is with 500 of their “closest” friends on Facebook and Twitter, the idea of telling their boss what they really think still feels pretty risky.

The traditional feedback process that’s become the norm in most businesses today relies on anonymous systems so employees can feel safe being open and honest with their employers. But there’s something fundamentally wrong if your employees are fearful to be open when providing feedback.

Meanwhile, leaders worry their employees won’t be forthcoming with their opinions unless they’re anonymous, so they default to the nameless employee survey, which limits their ability to follow up with employees who have particularly helpful ideas.

The idea of anonymity is outdated and ultimately unproductive. In fact, the confidentiality can interfere with the accountability you’re looking to build on your team and lead to other unintended consequences, including:

1. Skewed results. In most organizations, a small minority harbors a tremendous amount of anger toward leadership or their workplace in general. An anonymous survey just gives them a platform to vent. When their names aren’t attached, their feedback can be pointed, jaded, and even inflammatory, which can skew your results.

2. Misinterpreted feedback. The purpose of feedback is to gather information to help you make better business decisions. Unfortunately, with unidentified feedback, there’s no way to understand the context of issues that may only affect one department or even one employee. You may end up misinterpreting the data, which can cause you to make the wrong decisions.

3. A lack of follow-up. If a respondent has a moment of brilliance in an anonymous survey, you have no way to dig deeper into his ideas or recognize this visionary for his contribution. On the other hand, if an employee is unhappy about something, you miss the chance to have a productive conversation to identify solutions.

Non-anonymous feedback allows you to initiate that conversation and build upon the feedback loop throughout the year.

4. Limited responsiveness. Gathering anonymous feedback is time-consuming. You must first ask employees to fill out a survey, take part in a focus group, or share opinions in a confidential interview. By the time someone has gathered and processed the data, the information may no longer be relevant.

5. The inability to hold leaders accountable.Unfortunately, some leaders will react inappropriately to feedback, which is why organizations favor anonymity in the first place. Rather than tailoring this process to ineffective leaders, you need to start holding them accountable.

An open feedback system establishes an environment where leaders must learn how to accept criticism so employees feel comfortable being open and honest.

How to Create a Transparent Feedback Loop

If you want to encourage transparency and increase engagement in your organization, it’s time to ask employees to cowboy up and take ownership of their ideas. With that said, you’re also going to have to take responsibility for creating an environment where people feel safe sharing.

Moving from an anonymous survey to a transparent feedback loop won’t be easy or painless, but there are several things you can do to make the transition successful:

  • Invest in a platform to gather feedback. Thanks to techie wizards, a variety of platforms are now available to tackle the issue of employee engagement. Software likeOfficevibeVennli, and 15Five allows you to gather meaningful feedback from employees on a regular basis that you can use to make critical business decisions.
  • Coach supervisors on how to respond to feedback. For this process to work, leadership must understand how their reactions to feedback can shut down an employee’s willingness to participate. In those instances when a supervisor responds inappropriately to feedback, you must be willing to take swift action. If employees can’t go to leadership with their concerns, resentment may spread within the ranks.
  • Show employees it’s OK. Such a drastic change in feedback style will be met with some apprehension. However, the best approach is to jump in with both feet and reward people who provide useful feedback. Look for ways to demonstrate how you’re using feedback to implement positive changes so employees see that it’s safe — and even commendable — to be honest.

Removing anonymity allows your employees to become active players in the decision-making process, which can boost their dedication and allow your team to benefit from multiple perspectives. When you open an honest dialogue with employees, you can expand on ideas, gather continual feedback, and arrive at productive solutions to improve your company.

This article originally appeared on Forbes

Using Your Culture to Attract Top Talent – Forbes

Hopefully, your company culture is helping you retain employees. But is it helping you attract top talent like it should be?

Many businesses overlook how important their cultures are in recruiting valuable employees. By developing an intentional culture that celebrates learning, you can make your business appealing to those interested in joining your driven team.

In this article, Chris Cancialosi discusses how to attract top talent and propel the talent you currently have to reach its full potential.

Forbes: Cross-Training As The Best Defense Against Indispensable Employees

If one team member is unable to get his work done, another should be prepared to step up. So, consider cross-training as your best defense for unforeseen circumstances or relying too much on a sole employee. Not only is this level of strategic planning beneficial for organizational purposes, but it can also help the inner workings of your business. From increased sustainability to efficiency, cross-training ensures that your company — and its employees — will be able to handle whatever challenges may come its way.

If you’re not cross-training your employees, Chris suggests in this article that it may be time to start.