[Employee performance reviews](https://www.peoplegoal.com/glossary/performance-appraisal) are fundamental for your employees' engagement. It can significantly improve performance of your business as we discussed in [previous blogs](https://www.peoplegoal.com/blog/tips-for-effective-performance-reviews). It is important that performance reviews become an ongoing conversation between a manager and a direct report to be effective. And most importantly, reviews should be honest and personalized to every employee. This post discusses 70 performance review phrases that you can use for every function in your business. We produced a short video [discussing these performance review phrases](https://www.youtube.com/watch?v=Tja15-nXjPg&feature=youtu.be):

<div style="margin: 20px">
<iframe width="100%" height="400" src="https://www.youtube.com/embed/Tja15-nXjPg" frameborder="0" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>
</div>

There are common areas to address when providing feedback to your employees in order to improve their performance. Especially for an inexperienced manager (or employee conducting a self-assessment), it can be difficult to conduct a meaningful performance review. Thus providing example phrases can be a good source of inspiration. We've created a useful list to keep in mind when conducting a performance review.

__But please remember__; you should use this list as an inspiration and always adjust these review phrases to a specific team member. You do not want your employees feel the performance reviews are generic. Generic reviews can give an impression you did not care enough to devote time to provide them with personalized constructive feedback, which could have a negative impact on their engagement. This is a list of useful performance review example phrases to help you conduct your review. Download a pdf version of this article with a list of all phrases [here](https://assets.ctfassets.net/6g4s9n00xmsl/7r8uywsrLsN0gGjQsVtM5a/a56f2f959fb021e2ec0c6485be81f2a8/70_useful_employee_performance_review_phrases_for_every_function.pdf).
## Areas to address in employee performance reviews

- Achievements
- Productivity
- Communication skills
- Teamwork
- Creativity and Innovation
- Flexibility and Problem-solving


![Areas to address in employee performance reviews with performance review phrases](//images.ctfassets.net/6g4s9n00xmsl/4sX0kjmfBJgvgxuIsoqOWu/dea33856ee98fb8c03faad3cfbf12dc5/Areas_to_address_in_employee_performance_reviews.png)

## Achievements review phrases

[Setting goals and objectives](https://www.peoplegoal.com/blog/a-guide-to-smart-goals) is a key to maintaining performance of every employee. The performance review should address this area not only to improve their performance of your employees but also to __strengthen__ their __accountability__ to your business.

### Positive comments:

*   Sets well thought-out goals and continuously strives to achieve them
*   Works autonomously and uses own initiative to attain objectives and overcome challenges
*   Improved xx by xx%
*   Has a positive, results-driven attitude
*   Is able to make informed decisions based on considered research

### Areas of improvement:

*   Struggles to achieve set goals and reach objectives because of xx
*   Lacks understanding of xx and could benefit from xx
*   Makes uninformed decisions based on assumptions and needs to consider more data
*   Tends to blame others and needs to take responsibility for their own actions
*   Lacks focus in xx and can improve by xx
*   Productivity


![performance review phrases achievements example](//images.ctfassets.net/6g4s9n00xmsl/2vH0nQC4bV3v8p7VDwRI4S/b1d43dc5fff989fcfd38a711dfed80aa/performance_review_phrases_achievements_example_.png)
## Productivity review phrases

The success of your business depends on the productivity of your employees. Productivity is also a good indicator of their [engagement](https://www.peoplegoal.com/blog/30-tips-to-increase-employee-engagement) and __not addressing__ an issue could cause __difficulties__ with developing and __retaining talent__.

### Positive comments

*   Significantly improved on xx since last appraisal
*   Positively contributes to overall performance of the department/company through consistent and high-quality work
*   Continuously strives to improve profits, productivity and performance targets
*   Excels in identifying glitches, flaws or imperfections at the earliest possible chance
*   Shows strong organizational and time-management skills

### Areas of improvement

*   Has not improved xx since last performance review
*   Struggles to finish tasks and reach the team standards
*   Reluctant to up-skill and gain xx expertise
*   Shows lack of commitment in xx
*   Seldom takes initiative without being asked to


![performance review phrases productivity example](//images.ctfassets.net/6g4s9n00xmsl/1qryS3SpdbIcjvhnPxdYwh/362bbb3575fd4b3565b06a4c5d364496/performance_review_phrases_productivity_example_.png)

## Leadership review phrases

Employees care about career __progression__ and personal and professional __development__ and [leadership](https://www.peoplegoal.com/blog/effective-leadership-styles-for-managers-in-2019) play an instrumental role in those areas. Moreover, developing leaders has been identified as one of major challenges for today’s businesses so why would you not make your best to help to close the leadership gap?

### Positive comments

*   Is a natural leader who creates inclusive culture in the company and enables other to grow alongside him/her
*   Motivates colleagues and direct reports to do their best
*   Successfully shows appreciation for individual achievements and builds an atmosphere of trust and positivity in the team
*   Proved themselves to be an asset to the organization
*   Embodies the company mission and strengthens company culture

### Areas of improvement

*   Does not show leadership qualities and can be more supportive
*   Tends to micromanage which can prevent others from expressing their ideas
*   Uses position to impose power and control over others
*   Fails to show appreciation and recognize achievements of team members and direct reports
*   Does not act as a source of inspiration to others

![performance review phrases leadership example](//images.ctfassets.net/6g4s9n00xmsl/2IKSHNrnH7KenDVilDPtQp/ae0e3623fc8ebbb4b4dba245161aa7f9/performance_review_phrases_leadership_example_.png)
## Communication review phrases

Communication skills are essential for any function and can have significant effects on overall performance of an individual and the business in general. As a manager you should ensure to provide [constructive feedback](https://www.peoplegoal.com/blog/6-principles-of-constructive-feedback) on this area as supporting your employees to develop these skills and feel __comfortable__ in __voicing their ideas and opinions__ can be a game changer for your team.

### Positive comments

*   Shows active listening skills
*   Effectively communicates with colleagues, supervisors, partners and customers
*   Clearly communicates ideas and thoughts in team meetings and conferences
*   Is a constructive communicator and is capable of discussing difficult issues effectively and to the point
*   Shows ability to build up on company culture through group facilitation and collaboration

### Areas of improvement

*   Needs to improve oral/written communication skills
*   Struggles to accept feedback and constructive criticism
*   Lacks ability to effectively communicate ideas and thoughts to team members
*   Refrains from asking questions even when issues need to be clarified
*   Uses unprofessional manner/language when communicating with colleagues

![performance review phrases communication example](//images.ctfassets.net/6g4s9n00xmsl/5uwVVVZjUcTmTULIivCKzo/04cd998d51c09fb5044e53d6daf60789/performance_review_phrases_communication_example_.png)
## Teamwork review phrases

__Effective collaboration__ and [team work](https://www.peoplegoal.com/blog/what-makes-a-good-team) proved to have positive effects on a business performance and developing innovative ideas.

### Positive comments

*   Effectively collaborates with people in (and outside of) the team to successfully reach targets
*   Efficiently delegates tasks across the team
*   Effectively shares knowledge and provides support to team members
*   Brings positivity and enthusiasm to the organization and creates an inclusive culture
*   Motivates colleagues to collaborate to reach common goals

### Areas of improvement

*   Could try to help and support team members more for the success of the project
*   Other members of the team feel they could behave in more approachable manner
*   Should work on developing and maintaining professional relationships
*   Fails to encourage a team-centered work environment
*   Is not willing to share information with the team

![performance review phrases team work example](//images.ctfassets.net/6g4s9n00xmsl/7tjkQ2DzihuwWH1yKz25bq/d80b4962ea3a559f9a4a9565917fdfe9/performance_review_phrases_team_work_example_.png)
## Creativity and Innovation review phrases

Creativity and Innovation did not become a buzz word for no reason. [Implementing change](https://www.peoplegoal.com/resources/whitepapers/modernising-performance-management-process) and developing new __creative and innovative processes__, services and products is a way to retain __success__ of your organization.

### Positive comments

*   Shows curiosity and initiative to find new ways of thinking to improve projects and company performance
*   Is able to come up with imaginative solutions to challenges faced by the team
*   Is continuously striving to innovate processes and improve task/project outcomes
*   Has a vision for a future of the company and applies creative thinking to implement it
*   Continuously suggests fresh ideas in meetings and on projects

### Areas of improvement

*   Lacks the initiative to take up more complex tasks and implement creative thinking
*   Struggles to think outside of the box and take creative risks
*   Struggles to develop unconventional paths to seek solutions
*   Does not encourage creative solutions in his/her team
*   Is afraid of making a wrong decision and implement change
![performance review phrases creativity and innnovation example](//images.ctfassets.net/6g4s9n00xmsl/6E1SWgoBxABOa08k0yInzR/c114e92b8351b934257935368993b6bd/performance_review_phrases_creativity_and_innnovation_example_.png)

## Flexibility and Problem-Solving review phrases

Flexible __autonomous__ workers are __a must-have to__ succeed in today’s dynamic society. Facing challenges, solving problems and an __ability to work independently__ deserves pride and a lack of it requires actions.

### Positive comments

*   Shows strong analytical thinking and an ability to improve processes when old ways are ineffective
*   Displays an ability to take on new challenges and up-skill
*   Is able to use constructive criticism to improve and grow
*   Displays the capability to independently solve complex problems
*   Is able to emphasize with the customers/users and deliver value to them

### Areas of improvement

*   Sticks to old methods and shows little effort to implement changes even if the results are poor
*   Struggles to come up with new possible solutions when expectations are not met
*   Tends to blame others and make excuses when problems occur
*   Does not strive to develop new skills, and does not manage to focus on their goals and responsibilities
*   Struggles to effectively overcome new challenges and find solutions to new issues

![performance review phrases flexibility and problem-solving example](//images.ctfassets.net/6g4s9n00xmsl/Ex0yu7YeT1ggut8LZfopd/20570124f30f71cbddfbcd3f0a987693/performance_review_phrases_flexibility_and_problem-solving_example_.png)

In addition to these general skills, individuals' technical and function-specific skills should be assessed in a performance review. Every performance review should be followed up by a one-to-one meeting to discuss any arising questions and discuss actions for career development and potential future training.

But again, make sure you only use these phrases as guidance for writing an effective review. Use concrete examples and data to make it truly meaningful and actionable for every employee.

**Download our free performance review phrases PDF and share it with your team members:**

[![70 useful employee performance review phrases pdf screenshot](//images.ctfassets.net/6g4s9n00xmsl/1DfPpvm6jSxNvcN7fZ2mMv/0c508d24fe2de5a4041a6f43fbedc837/70_useful_employee_performance_review_phrases_pdf_.png)](https://assets.ctfassets.net/6g4s9n00xmsl/7r8uywsrLsN0gGjQsVtM5a/a56f2f959fb021e2ec0c6485be81f2a8/70_useful_employee_performance_review_phrases_for_every_function.pdf)

These performance review phrases will help identify key areas to address and evaluate actions needed to deliver a useful and effective performance review.

Performance review phrases: 70 tips for your review

Performance review phrases image with manager and employee

Performance review phrases

A list of useful employee performance review phrases and overall areas to address in a employee performance review

# Why is Human Resources important for YOU, the employee?

In a recent blog, my colleague talked about the importance of [human resource management](https://www.peoplegoal.com/blog/what-is-the-importance-of-human-resources-management) as a supraordinate concept. In it my colleague recognizes some of the main reasons why HRM is important citing a number of factors, including:

**Strategic Management** - HRM can improve a company’s bottom line with its knowledge of how human capital affects organizational success. HR management is therefore factored into corporate decision making.

**Maintaining Compliance** - Human resources management is not only restricted to the qualitative side of the people processes, but it also plays the essential role of ensuring an organization complies with all employment laws designated in their location.

**Recruitment** – HRM is imperative in hiring employees who are in accordance with the organization’s workforce needs and fit the workplace culture.

## Why is Human Resources important for an employee?

HRM is an imperative pillar of any successful organization, but what is sometimes lost in translation is how human resources can help you, the employee! Below we take a look at some of the key reasons why HRM is important for an organization’s employees.

![Why is Human Resources important An employee's perspective](//images.ctfassets.net/6g4s9n00xmsl/BI63VLfiiZSayKs1YD6pP/69ec404a84920b929fa8e658d7a7f5e3/Why_is_Human_Resources_important__An_employee_s_perspective.png)

**Employee Satisfaction** – Human resources has a pivotal role in achieving good levels of employee satisfaction. Good human resources management will administer [employee engagement surveys](https://www.peoplegoal.com/blog/creative-names-of-employee-engagement-surveys), conduct focus groups and seek employee input regarding job satisfaction. These metrics form into tangible data to help organizations to recognise their deficiencies, allowing them to create actionable plans from where they can improve and develop their workforce to best suit them and make the workplace a better space for employees.

**Onboarding** - Business leaders and HR teams are beginning to recognize the importance of developing effective onboarding strategies. Companies with good onboarding strategies develop more engaged employees. The good news for you (the employee), is that this benefits your total [employee experience](https://www.peoplegoal.com/blog/why-employee-experience-matters).

**Training and Development** – An important feature of healthy HR management is that they take care in the structuring of training and development. This is an important feature for employees as it helps you to develop personally and professionally, while also having links to [morale](https://www.managementstudyguide.com/training-of-employees.htm), engagement and productivity.

**Employee teamwork** – HR strategy can support the way employees work in a team. There are more explicit methods like team building exercises, communication-based activities and so on. HR management can use tools to help define clear objectives and goals at individual, team and departmental levels. They should measure the progress of these goals, reward hard work and identify those who aren’t reaching their targets and inefficiencies. HR’s role in recruitment and retention, learning and development and reward and [recognition](https://www.peoplegoal.com/blog/driving-employee-engagement-using-recognition-badges) plays a more subtle but equally important role in building effective teamwork.

**Employee Wellbeing** – Although HR management aren’t therapists, there is a duty of care tied to their role. Stress and personal problems are things which almost all employees will go through. HR teams should be confidential places for trust and to try and help you while you’re at work. Research from the Mental Health Foundation has indicated that only 14% of people are comfortable speaking to a manager about stress. This exemplifies the importance of a HR managers to take on these duties. In a [recent paper](https://www.cipd.co.uk/knowledge/work/youth/next-gen-report) from CIPD, they noted:

*“As we become increasingly insight-driven, the relevance and impact of our work increases, and HR will very naturally be seen as trusted advisers, partners and provocateurs."*

**Glass Ceilings** – The best HR teams achieve the best for their staff. They help to deal with people problems like glass ceilings for women. Research indicates a bias in feedback and performance reviews. Women are [20% less likely](https://www.weforum.org/agenda/2016/10/managers-give-women-less-feedback/) to receive difficult feedback, with the preconception that managers don’t want to appear ‘hurtful’ or mean. Further, [studies](https://hbr.org/2016/04/research-vague-feedback-is-holding-women-back) have revealed that women are more likely to receive vague information regarding their feedback and performance reviews. A good HR team will stop this from happening and make it easier for women to break through the glass ceiling.

**Navigating the law -** Human resources management plays an essential role in ensuring an organization complies with all employment laws designated in their location. They must fill out the paperwork deeming the company as compliant with any employment law and must keep all policies up to date to maintain compliance. In effect, they do all the boring stuff to make sure you can keep working.

**The good stuff** - Money and holidays. Two things which the employee wants and probably needs. One function of HR is payroll. Payroll refers to the process by which employees receive their wage or salary. HR are also in charge of sorting out any holiday pay and absences.

**Career Planning -** HR is not purely focused on helping the organization succeed, it is also focused on helping good employees move forward in their careers. Your HR team can combine with your manager to help you map out a career path and help you find development plans to help you get there. They can help identify areas of strengths and weaknesses to help development.

Why is human resources important? HR isn't around just to make the organization succeed, they are also here to help you, the employees. Find out more below...

Why is HR important for YOU, the employee?

Human Resources isn't just to make the organization succeed, nor just to fill out forms for payroll and employment. They are also here to help you, the employees. Find out what they do for you in this blog.

HR isn't just to help the organization succeed, it is also there to help you. Find out how...

Why is human resources important? An employee's perspective.

Formal and informal communication do overlap but they are rather distinct types of communication. It can be quite easy to recognize the differences between them but also quite interesting to learn about them in greater depth.

## What is formal communication?

Formal communication refers to the flow of official information through proper, predefined channels and routes. The flow of information is controlled and needs deliberate effort to be properly communicated. Formal communication follows a hierarchical structure and chain of command. The structure is typically top down, from leaders in various departments and senior staff in the organization, which funnel down to lower level employees. Employees are bound to follow formal communication channels while performing their duties. 

Formal communication is considered effective as it is a timely and systematic flow of communication.

## What is informal communication?

In comparison, informal communication refers to communication which is multi-dimensional. Informal communication moves freely within the organization and is not bound by pre-defined channels and communication routes. Informal communication is particularly quick. Informal communication is far for relational than formal communication and is by nature, a very natural form of communication as people interact with each other freely and can talk about a diverse range of topics, often extending outside of their work duties. Due to the inherent nature of informal communication, it moves a lot faster and does not have a paper trail.

Informal communication in the workplace is often called the ‘grapevine’ and generally begins with employees through social relations. In many cases informal communications can turn to formal communication if they are added in to the formal communication information flow of a company.

Informal communication is considered effective as employees can discuss work-related issues which saves the organization time and money. It also helps to build more productive and healthy relationships in the workforce.


---


## Key differences between formal and informal communication

Here’s a brief list of some of the key differences between formal and informal communication:

![formal and informal communication](//images.ctfassets.net/6g4s9n00xmsl/6V5jp41VgWEAUyj4JlB9sY/47de30a39ada43e9bcff9dc9376d0827/formal_and_informal_communication.png)

__Reliability:__ Formal communication is the more reliable form, as there is a paper trail. Compared to informal communication which has comparatively less reliability, and is very unlikely to have a paper trail.

__Speed:__ Formal communication is slower, sometimes feeling unbearably slow due to bureaucracy. On the other hand, informal communication is very quick, often being instantaneous.

__Time-Consuming:__ Formal communication requires a number of different processes before the whole communication flow is complete, whereas informal communication requires very little process time.

__Information Flow:__ Information through formal communication is only through predefined channels, whereas information through informal communication moves freely.

__Secrecy:__ Secrecy is maintained with formal communication, whereas informal communication makes it hard to maintain full secrecy due to its reliance on individuals.


---



## Types of formal communication

Below we provide a comprehensive list pertaining to the types of formal communication:

- Memos
- Intranet
- Meetings
- Conferences
- Formal One-on-Ones
- Bulletin Boards
- Handouts
- Letters
- Presentations
- Speeches
- Notice Boards
- Organizational blogs
- Emails from managers and leaders

## Types of informal communication

Below we provide a comprehensive list pertaining to the types of informal communication:

- Gossip
- Single Strand – a form of informal communication wherein each person communicates with the next in a single sequence.
- Cluster - a very common form of informal communication, in cluster networks a person will receive information and choose to pass it on to their cluster network or keep the information to themselves. Each individual will pass on the information to the next cluster network
- Probability Chain – each individual randomly tells another individual the same piece of information.


---


## What does formal communication look like?

Formal communication can sound rather complex and convoluted, but generally formal communication is governed by a chain of command and follows organizational convention. Within the organizational set-up, formal communication can make up any of these forms:

### 1. Downward Communication

Downward communication represents the most stereotypical form of formal communication. Information flows from management level down to lower levels. It is the most common form of formal communication. Downward communication includes orders and instructions represented in oral or written format. Reports, emails, letters and manual communication are commonly used downward communication tools.

### 2. Upward Communication

Upward communication contains information which passes from subordinate levels up to management and senior levels. Common forms of upward communication include (from employees to managers and above) reports, suggestions, requests, instructions and complaints.

### 3. Horizontal Communication

Horizontal communication refers to communication between individuals who are at the same or similar levels within an organization but have different areas of responsibility. Horizontal communication is slightly more fluid and dependent on cross-individual communication. Typical examples exist as communication between managers of different departments (HR, Marketing, Sales, etc.).
 
### 4. Diagonal Communication

This occurs when employees of different departments at different levels communicate with each other irrespective of the chain of command. Communication between a floor manager and a Sales team is a prime example of diagonal communication.


---


Both formal and informal communication have their time and place in the workplace, and both are effective when used correctly. For a great combination of both formal and informal communication, check out our blog explaining [Slack for Team Communication and Collaboration](https://www.peoplegoal.com/blog/slack-for-team-communication-and-collaboration).

Want to learn more about formal and informal communication? What do they look like in the workplace and what are the intricacies pertaining to each type of communication.

What is Formal and Informal Communication?

Want to learn more about formal and informal communication? What they look like in the workplace and  the intricacies pertaining to each type of communication.

What is formal and informal communication?

Fundamentally, __the importance of Human Resources Management__ lies in the __understanding of people__, and how best they can __benefit an organization and vice versa__.

## What is Human Resources Management?
Human Resources Management is a multifaceted process throughout a company and has grown from being not only an invaluable resource for HR managers, but also a key player in the majority of company’s overall business strategy.

## Why is Human Resources Management important?
The importance of Human Resources Management has significantly increased over the last 20 years, as [its roles have become more multifaceted](https://www.peoplegoal.com/blog/8-human-resources-functions) than its basic beginnings of processing the payroll, conducting interviews, noting internal grievances, etc. In today's modern workplace it's crucial that the work conducted by the HR team is fully integrated into the business and actively contributes towards helping it achieve its strategic goals, whether that's by implementing individual [policies](https://www.peoplegoal.com/resources/policies) or making changes across the board such as developing a more beneficial [workplace culture](https://www.peoplegoal.com/blog/company-culture-and-human-resources). In this way, HRM has moved away from being a process-orientated function to one of great strategic importance.

## Activities with high importance of Human Resources management:

![Importance of human resources management key aspects](//images.ctfassets.net/6g4s9n00xmsl/KUq2kIWv9ZsVKAeLFehUq/0c37c7c767ee98c0182fddb7c9026d49/Importance_of_human_resources_management_key_aspects.png)

### Recruiting Staff:
When it comes to hiring employee’s it’s key to hire in accordance with the organization’s workforce needs, and furthermore, hiring people who will fit an organization’s culture and who will benefit as an individual form working in the organization.

### Induction of Staff:
Vital to the hiring process is the [induction of staff](https://www.peoplegoal.com/blog/how-to-set-up-employee-orientation-for-a-job). Inducting staff is a great way to teach new hires the values of the company and everything they need to know to do their job. Without a comprehensive induction in which human resources management plays a vital role, the proficiency of a new hire would be hugely decreased.

### Training and development:
[Training and development](https://www.peoplegoal.com/blog/talent-management-and-development) is an important feature of human resources management as it allows for the growth of employees professionally and personally. Furthermore, it gives an opportunity for the relationship between the employee and employer to grow.

### Employee Satisfaction:
One key aspect of the importance of human resources management is the ability to develop high rates of employee satisfaction. Good human resources management will administer[ employee opinion surveys](https://www.peoplegoal.com/blog/engagement-surveys-done-right), conduct focus groups and seek employee input regarding job satisfaction. The results taken from such practices can be put into developing policies to bolster both morale and relationships between the employer and employee, which in turn will boost productivity.

### Strategic Management:
As stated before, human resources management became imperative to organizations due to its primary people processes function to become a strategic tool for a business. HR can improve a company’s bottom line with its knowledge of how human capital affects organizational success. Therefore, HR management is now factored into corporate decision making that underlies current staffing assessments and projections of future needs from the workforce in relation to the corporate demands.

### Maintaining compliance:
Human resources management is not only restricted to the qualitative side of the people processes, but it also plays the essential role of ensuring an organization complies with all employment laws designated in their location. They must fill out the paperwork deeming the company as compliant with any employment law and must keep all policies up to date to maintain compliance. This is usually done through maintaining applicant flow logs, disparate impact analyses and written affirmation action plans.

So, there we have it, an explanation why __human resources management__ is __fundamental__ for organizations. As you can see, it goes far deeper than the daily interactions you may have with your HR team, and fundamentally is a __great pillar of any organization__.

Human Resources management became an essential part of a business strategy for most organizations in modern society. Read more to find out why is it so.

The importance of Human Resources Management lies in the understanding of people, and how best they can benefit an organization and vice versa.

Importance of Human Resources Management

the importance of human resources management

What is the Importance of Human Resources Management


__Human Capital Management (HCM)__ is both a __philosophy__ and __ a strategic approach__ used by organizations to get __the best out of our their most valuable asset - people__. As such it’s useful to review both sides of the coin to get a full understanding of why having such an approach is important.

From the philosophy perspective, human capital management is based upon the idea that humans, as employees or prospective employees, are a form of capital or asset that can be used to create revenue through their skills, talents and creativity. Much like Talent Management and other contemporary fields, it challenges older approaches by viewing employees as multifaceted assets which require attention and development as opposed to simply a labor force that should be exploited for maximum profit. Agreeing to this more humanistic approach leads organizations to take certain actions in relation to employees and it is these set of practices that we are referring to when considering Human Capital Management.

## Human Capital Management Practices:
Although, the specific methods a business may undertake will largely depend on industry and size, we can categorize the practices of Human Capital Management into [3 general areas](https://www.hrtechnologist.com/articles/digital-transformation/what-is-human-capital-management/): Acquisition, Optimization and Management. Each of these topics relates to a specific activities business undertake to maintain high performing and engaged employees:

1.	Talent Acquisition - Attracting, recruiting and on boarding high quality employee with great potential.
2.	Talent ptimization - Developing and coaching employees to maximize individual performance.
3.	Talent Management - Tracking and auditing performance and intervening as appropriate.


Given the metric and data-driven approach inherent in Human Capital Management, it follows that software solutions are a popular among small and large business alike. HCM applications allow both the automation of repetitive tasks and advanced reporting capabilities from an administrator viewpoint as well as ease of use and centralization of information for employees. 


## Common features offered as part of HCM tools include:

![Features of human capital management tools peoplegoal](//images.ctfassets.net/6g4s9n00xmsl/3Gj5i5vzfWeTIQE1CgMkUU/ee4233b6635c68deb455861ac6e4014b/Features_of_human_capital_management_tools_peoplegoal.png)
•	Employee self-service
•	Organization chart
•	Workforce planning
•	Performance management
•	Recruitment
•	Onboarding
•	Custom Workflows
•	Succession Planning
•	Reporting and Analytics
•	Company news and dashboards
 
## Difference between Human Capital Management and Human Resources Management
Just as the difference between Human Capital Management and Human Resources Management is not always clear, the line between HCM__ tools __and HRIS tools continues to be blurred as industry experts have been singling a move into employee experience as the next steppingstone of employee relations. The aim of both practices and accompanying tools is largely the same - to develop and manage high performing employee throughout the employee life cycle. This can be accomplished via both strategic and operational means and requires alignment between Human Resources and senior management. The end goal, whether employees are considered “capital” or “resources” is a workforce that is capable, trained, and supported enough to do their best work.

For a more in-depth read on the history of the HRIS and it’s progress towards an Employee Experience Platform, be sure to read our white paper: [Human Resources Information Systems in 2019](https://www.peoplegoal.com/resources/whitepapers/human-resources-information-systems-in-2019). For more information on performance management software in general and the benefits of adopting one, check out our blog: [‘Don't Think Performance Management Software Is "Worth It"? Think Again’](https://www.peoplegoal.com/blog/dont-think-performance-management-software-is-worth-it-think-again).



Human Capital Management is both a philosophy and a set of practices used by organizations to get the best out of our their most valuable asset - people.

What is Human Capital Management

Man walking with paperwork. Human capital management

Human capital management

What is Human Capital Management?

When we say __“*performance”*__ in a business context there are several things we may be referring to. __Performance__ can be tracked at an __individual, team or department level__ and even at __organization-wide__ perspective. So when you’re looking for performance manager or maybe looking into a position as one, it’s not immediately clear what level of performance such a person should be managing.

Even though we are often talking in dollars and cents when discussing business performance, the overall success of the business can be build down to the performance of its’ individual employees.[Performance management__ is the activity and set of processes that aim to maintain and improve employee performance in line with an organization's objectives.](https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet). You read more about the theory behind and importance of the discipline in our blog titled[" What is performance management?"](https://www.peoplegoal.com/blog/what-is-performance-management)

While line manages often handle the operational side of performance management through reviews, development plans, etc., performance managers are more concerned with the strategic view of performance. Depending on the organization they may also actively manage groups of employees, including other managers. Because it is a very people-centric role, they often work inside or very closely with the human resources team, but must also have strong relationships with finance, and senior management.
## Here are more details on a typical performance manager role:
![performance manager duties peoplegoal](//images.ctfassets.net/6g4s9n00xmsl/4IliUCwNaLMBYBbGpxcBzl/380d34ebf377f3b17d35ffb10ab7f097/performance_manager_duties_peoplegoal.png)

 __Sample Duties:__

- Develop efficient systems for collection information on performance
- Gathering and analyzing cross-functional performance data
- Presenting statistical performance analysis and recommending solutions
- Design and review policies related to employee performance
- Lead, develop and inspires teams
- Provide training and development to managers on best practices
- Identify, report, and resolve workplace or interpersonal barriers to performance
- Setting performance objectives and updating as necessary

__Average Salary:__ [£37,000](https://www.payscale.com/research/UK/Job=Performance_Manager/Salary)

__Required Experience: __ Bachelor’s Degree and 5+ years of management experience. Data analysis, project or strategic initiative management and communication/relationship building skills important.

As you might imagine given the role responsibilities performance managers benefit from online systems across small, medium and large organisations. Digital tracking of meetings and interviews as well as feedback and review appraisals make it possible to track progress over time and quantify performance metrics. Software solutions also allow for easy analysis and manipulation of performance data for delivery and presentation to senior management.

Even after reaching the 20 employee mark, business can begin to see efficiency gains from using a digital platform for tracking and tabulating performance metrics. Find out more [why performance management software is worth it.](https://www.peoplegoal.com/blog/dont-think-performance-management-software-is-worth-it-think-again) 

A performance manager is often essential in both small and large businesses alike. This article covers the typical responsibilities and importance of the role.

What is a Performance Manager

A performance manager looking at a screen

Performance manager

What is a Performance Manager?

## What is a one on one meeting?

The one on one meeting is still an important stalwart in management. One on one meetings are akin to a forum group between a manager and an employee, in which they can discuss performance, improvements, suggestions and any queries either of them may have. For both managers and employees, one on one meetings can provide imperative benefits to help drive ongoing development and performance.We bring you some useful one on one meeting templates that will help you make the most of the discussion.

For managers, one on one meetings serve a dual purpose. On one hand, they provide an opportunity to ask strategic questions to gain valuable insight. On the other hand, they provide an opportunity to build rapport with an employee and show to them they are a valued member of the team; helping to build [engagement](https://www.peoplegoal.com/guides/employee-engagement) and a culture of [appreciation](https://www.peoplegoal.com/blog/employee-appreciation-day-when-is-it). 

For employees, they offer a platform to gain a better understanding of your manager’s expectations, air any concerns you may have or get extra advice or coaching. A lot of employees are afraid of having one on one’s or having a bad one on one meeting. But done right, they can set you apart from the rest of the team, give you greater visibility into your managers current view of your performance and development, and kick you into the right direction for improvements. They can provide you with ideas on how to complete your goals and guide you in career development.

Although one on one meetings with your managers should be a power for good, they can often have a net null effect, or worse… a negative effect! Here are some signs of what a bad one on one look like:

- They turn up late and primarily talk about negative issues with your work. This can be made even worse if they talk negatively without providing explicit examples.
- Conversation concerning career progression is avoided.
- The meeting is unstructured and there is no set agenda.
- Short, medium and long term (3, 6, 12 month) goals are not integrated into the meeting.

For more examples of what constitutes a good, a bad and a null one on one meeting, check out this blog.

## Why are one on one meetings important?

One on ones are a vital part of an effective [performance management](https://www.peoplegoal.com/blog/what-is-performance-management) process. They are one of the most valuable tools management have in their belt, and they can help you too achieve a number of benefits if done properly:

- Better employee engagement
- Increased Productivity
- Reduced employee turnover
- Helping to improve managers
- Help employee morale issues
- Improve and/or replace performance procedures like reviews and feedback
- Internal Promotions
- Help reconnect remote staff.
- Address individuals exhibiting performance deficits

![the benefits of one on one meetings](//images.ctfassets.net/6g4s9n00xmsl/50sw0omDH5EtyaZTUrZwfR/cf1f33d4bc3dee1e1e5a3c4fdcf68117/the_benefits_of_one_on_one_meetings.png)

## Example one on one meeting templates

Check out some of these example one on one meeting templates that we have created to help you devise the most effective one on one meeting possible. Adopt and adapt the template that you think best fits your organization.

Here are some questions and discussion topics which you can use in your one on one meetings. Topics range from conversational (to build relationships), to more in-depth questions about strategy:

- Tell me about what you’ve been working on.
- Tell me about your week – what’s it been like?
- How are your family/your weekend/your activities?
- How far along on project X?
- Are you on track to meet the deadline?
- What areas are ahead of schedule?
- What questions do you have about the project?
- Is there anything I need to do, and if so by when?
- How are you going to approach this?
- What do you think you should do?
- How do you think we can do this better?
- What are your future goals in this area?
- What are your plans to get there?
- What can you/we do differently next time?
- What sort of progress have you made on the steps we discussed last time?
- What have you done exceptionally well since our last meeting?
- What, if anything, would you have done differently?
- What do you think has gone well? What do you think you could have done differently?
- What, if anything, would you like to do, but haven’t been able to?
- How might I make this project more challenging or interesting for you?
- What ideas can you bring in from past successes?
- What additional resources from me would be helpful for you as some you solve this problem?
- Imagine it’s two years from now, and things have gone well: What has been your role in that? What does your role look like?
- If we could improve in any way as an organization, how would we do it?
- What actions will you take before our next one on one to make progress on X?
- What development areas do you want to work on in the upcoming quarter?
- What additional resources can I provide for you between now and the next time we meet?

You can access our templates here:

![One on One Meeting Template 2 (7)](//images.ctfassets.net/6g4s9n00xmsl/5GdraOHxWrRdYoTZN8Do2z/6cc7623186e8f4efa769f753028b3879/One_on_One_Meeting_Template_2__7_.png)
[Google Docs download - One on One Meeting Template - Version 1](https://docs.google.com/document/d/1SKJy7CF_axQvWPud1azu1FLZlIWOn_Ch4b-TjUvpBjs/edit)

![One on One Meeting Template 2 (5)](//images.ctfassets.net/6g4s9n00xmsl/72nkE48VDTSEGMIlBpSQ1r/8fe24b5abab433f646cef26142407a98/One_on_One_Meeting_Template_2__5_.png)

[Google Docs download - One on One Meeting Template - Version 2](https://docs.google.com/document/d/1DCjdCQWs33GPaQ_z412mwi3NSF_dqp1bdR4S67hFvRk/edit)

![One on One Meeting Template 3 (3)](//images.ctfassets.net/6g4s9n00xmsl/4p1TYvtmoc0PdDxAmhbP4r/cf8a606518302fe37ed188953c123bb3/One_on_One_Meeting_Template_3__3_.png)
[Google Docs download - One on One Meeting Template - Version 3](https://docs.google.com/document/d/1xL136ntRg2gMldSZXvoTgqCm-AVuJbL5oyOCOQhp-LA/edit)

![One on One Meeting Template 3 (5)](//images.ctfassets.net/6g4s9n00xmsl/3niLTmMmF1FVytLg66QcoN/f6f9fcc58e2ea8d24b0d11b282209759/One_on_One_Meeting_Template_3__5_.png)

[Google Docs download - One on One Meeting Template - Version 4](https://docs.google.com/document/d/1us7ohU7GGSv308h2f0p5Oj9A2sy7ZeULZQOt9MohY-k/edit)


Although one on one meetings with your managers should be a power for good, they can often have a net null effect, or worse… a negative effect! If you need help adopt and adapt some of our templates to help out!

Check out some of these example one on one meeting templates that we have created to help you devise the most effective one on one meeting possible.

One on One Meeting Templates

One on one meeting templates to make your life easier


[Simon Lancaster](https://twitter.com/bespokespeeches?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor) is __one of the world’s foremost speechwriters__, with an extensive accredited history. His speechwriting career started with commissions from Tony Blairs cabinet in the late 1990’s, and he has since __written speeches for the CEO’s__ of many internationally renowned organizations such as __HSBC, Nokia, and Unilever__. He is a __visiting lecturer at Cambridge University__, and __appears regularly on BBC news__. On top of this, he is __a best-selling author__ of books such as [Speechwriting: The Expert Guide and Winning Minds: Secrets from the language of Leadership](https://www.amazon.co.uk/Speechwriting-Expert-Guides-Simon-Lancaster/dp/0709089171/ref=pd_lpo_sbs_14_t_1?_encoding=UTF8&psc=1&refRID=V6T91ME98HBP4K97MZF0). There is a high number of Ted talks about leadership but his ‘[Speak Like a Leader](https://www.youtube.com/watch?v=bGBamfWasNQ&t=399s)’ TEDx talk continues to get a hundred thousand views a month, so what’s all the talk about this speech about speeches all about?

<a href="https://www.youtube.com/watch?v=bGBamfWasNQ&t=399s" class="embedly-card" data-card-width="100%" data-card-controls="1">Embedded content: https://www.youtube.com/watch?v=bGBamfWasNQ&t=399s</a>

Simon Lancaster’s speech is based on the __‘secret language of leadership’__ or the __ancient art of rhetoric__ as he defines it. The ancient art itself was a core part of the curriculum of ancient Rome. Moreover, in London, right up to the 19th century, it was possible to get free education in rhetoric, but not in mathematics! Thus, reflecting the importance that was placed on the topic. However, this topic has lost its importance over time and is only taught to the privileged few. Nonetheless, Simon brings the art of rhetoric to the forefront of his speech and delivers __6 techniques to enable the viewer to speak like a leader:__

## 1. Three Breathless Sentences 
In preparation for your speech, stop, listen, and look around. Register how you are feeling. The audience’s emotions and attention depend on the way you are speaking. When you begin, give them three breathless sentences. This will make your topic sound more compelling and convincing, and also put your audience on edge.

## 2. Three Repetitive Sentences 
‘I love learning about HR. I love writing blogs about HR. I love talking about HR.’. Using three sentences in which the opening clause is repeated communicates emotion, and usually passion, which everyone wants to hear in a speech, as if you are not passionate about the topic, why should they be? Moreover, putting your argument in threes makes it sound more credible.

## 3.Three Balancing Statements 
‘There’s nothing wrong with America, that can’t be cured, by what’s right with America.’. We are naturally attracted to balance and if a sentence and speech for that matter is balanced, we are more likely to believe the thinking is balanced.

## 4. Using Metaphors
Metaphors are used to either point people towards something or distract them away from something. They are lies that are never challenged, yet they have enormous impact on the way people respond. They are the most powerful tool used in political communication so use them!

## 5. Exaggeration 
Exaggerating points is linked to emotions, and as long as you can control your emotions and use them productively, exaggerating a point is a great way of demonstrating an emotion for a certain topic and helps to create connection with your spectators.

## 6. Rhyme
Research has demonstrated that people are more likely to believe something is true if it rhymes. It makes things easier to understand and accept the message within the brain, we also use them to conceal fallacies, so approach with caution!

![6 techniques to speak like a leader based on ted talk by simon lancaster](//images.ctfassets.net/6g4s9n00xmsl/68ZqihHLbj7hhUKXlnltjI/0fc3809dd1562d9aff4dbe8b84bee4a5/6_techniques_to_speak_like_a_leader_based_on_ted_talk_by_simon_lancaster.png)

Next time you are giving a speech, try to include these points, to make your topics more succinct, valid, and digestible. Using the rhetoric described above, you’ll be able to bolster your leadership potential.

Ted talks about leadership address various topics. This article explores the talk by Simon Lancaster on giving a great speech which is imperative to any leader.

Ted talks about leadership: How to speak like a leader

Ted talks about leadership-Speak like a leader

Ted Talks About Leadership: How to Speak Like a Leader

Company culture (or [organizational culture](https://www.peoplegoal.com/glossary/organizational-culture)) is defined differently for every business. When asking, "What is company culture?" it can broadly be described as the personality of an organization. It encompasses everything from the company's values to its strategic objectives, ways of working, leadership styles, operational policies and the unwritten beliefs and assumptions of the organization. It's often implied, not outright stated, and it's far more about __how__ the company operates than what the company says it is.

Two definitions of company culture that sum up its fuzzy definition are:

   __*"The intangible glue that holds all of the pieces of a company together."*__

   — Ilene Marcus, Founder & CEO of [Aligned Workplace](http://alignedworkplace.com/)

  __*"The “how” of everything you do."*__

  — Kathy Taberner, Co-Founder of [The Institute of Curiosity](http://www.instituteofcuriosity.com/)

Company culture also differs as a result of the geographical, social, political and industry spaces in which the organization operates. Assumptions of ways of working are [very different in Europe compared to the US](https://wanderwisdom.com/misc/Ten-Basic-Differences-Between-the-USA-and-Europe) and this can go as far as influencing where you want to live - if you're lucky enough to choose which of a company's offices to work in. 

![What is company culture?](//images.ctfassets.net/6g4s9n00xmsl/6Lhc7dSJcvjE5X1EMQ1PYG/13b5f1e83681075a08718af621cc7c66/what_is_company_culture.png)

## Why is company culture important to you as an employee?

You spend a third of your day at work. Shouldn't you be making this worthwhile? As much as you can control your own environment, company culture is the single biggest factor in determining whether you're going to thrive, develop and (mostly) enjoy your time for 8 hours of a day! Your work satisfaction comes from more than just your salary, and you really shouldn't dread going in to work every day. When your working style, leadership type and intrinsic values align with the organizational culture you'll find it easy to be efficient, productive and self-motivated. When it's not a good fit you'll struggle with even the most basic tasks and spend far too much time negotiating office politics and managerial conflicts.

A few benefits of a good culture fit include:

- __Increased engagement and productivity.__ Culture impacts how you interact with your colleagues, how the organization values your contribution and how you see yourself as supporting the broader strategy.
- __Retention.__ Feeling supported and energized about your work will of course lead to a longer career within the company, especially if your leadership ambitions align with the organization's succession plan.
- __Skills development.__ A good culture fit will always drive your own self-development and make sure you're learning the best skills for your current and future roles.


---

> As a leader, if you're interested the importance of company culture, [read more from Jeshua about how Human Resources and leadership teams can shape organizational culture](https://www.peoplegoal.com/blog/company-culture-and-human-resources).

---


## How can you really get to know a company culture?

First you need to reflect on your own working style and what you value from your working life. Don't be influenced by what you think it should mean to be a good employee - trying to adapt your inherent beliefs to an outside idea of value just leads to dissatisfaction, no matter how great the quality of your work is. For example, [self-leadership is an amazing skill for those who thrive on responsibility and self-learning](https://www.peoplegoal.com/blog/how-self-leadership-can-drive-innovation-in-your-organization). But not everybody is naturally good at that, and if you find you [need the support and direction of a great manager](https://www.peoplegoal.com/blog/effective-leadership-styles-for-managers-in-2019) you're much better off looking for an organization that values mentorship and trains up good managers.

A couple of areas to consider include:

- __How you work best:__ do you enjoy bouncing ideas off of teammates? Or do you like to work on solo projects that make up a part of the wider team goals?
- __Where you work best:__ a busy, open-plan office buzzing with activity? A quiet space to focus on one task at a time? Your own home? (In which case [remote working opportunities](https://www.peoplegoal.com/blog/remote-work-best-practices) definitely need to be a part of the company culture).
- __How you communicate:__ are you comfortable with giving and receiving [direct, constructive feedback](https://www.peoplegoal.com/blog/6-principles-of-constructive-feedback)? Or do you prefer to speak privately with supervisors to address conflicts?
- __Your career progression:__ does a hierarchical company structure with clearly defined roles, responsibilities and a succession plan work for you? Or do you want a looser structure with room for self-development and skills advancement?

Once you've identified the type of culture you want to contribute to, it's time to research prospective organizations.

### Research the company

Check out the company website, especially the About Me section. Most companies will post their story, their reasons for existing and what they value as an organization. Lots of companies publicly post their culture and values documents - like [Netflix](https://jobs.netflix.com/culture) and [Google](https://tettra.co/culture-codes/culture-deck/google/). [Basecamp made their entire employee handbook open source](https://github.com/basecamp/handbook) and it's an amazing insight into a company that really values its employees, their work-life balance and Basecamp's responsibilities as an employer.

Next, search for sources outside of the company website. You can find out if a company actually walks the walk in terms of what they state their culture is - many fall down in this regard. [Glassdoor](https://www.glassdoor.com/index.htm) is a good place to start to hear from actual employees of the organization. Other external sources can be product reviews (i.e. does the company value customer satisfaction?), financial reports, social activity on LinkedIn, and opinion pieces like the one we published on [great HR lessons to learn from Patagonia](https://www.peoplegoal.com/blog/hr-lessons-from-patagonia).

### The Job Interview

The interview is as much about you evaluating the company as it is the company interviewing you. It's a chance for you to see for yourself how company culture is put in practice and whether you'll be a good fit with their vision and values. Forbes has a [great guide to help you judge a company based on their interview process](https://www.forbes.com/sites/williamcraig/2014/12/19/how-to-judge-a-company-based-on-their-interview-process/#788cebc52a67) which includes being aware of the interview style, how transparent the interview is and whether any topics are actively being avoided.

You should also come through with questions of your own, such as:

- What is the working environment like? How do you do your best and most productive work, and do they support that?
- How does the organization demonstrate its core values in its behaviour? Does it have the systems in place to support the communication style they want?
- Continued learning and development. Is this an important part of the company's performance management style, or is this expected of you to do on your own time?
- How are employee voices heard in the organization? What's an example of a time employee feedback was taken on board and what action came out of it?
- Company ethics and values. What are their ethical policies, and do these align with your own beliefs?
- The organizational strategic direction. Do you like where this organization is going? Is it clear to you how you would be supporting this vision?


You'll never be able to get a completely impartial picture of a company culture until you work there, but a bit of background research and knowing what you want means you'll be able to rule out organizations that definitely don't fit your ideals, ethics and values. Getting the right culture fit will be an amazing step in making the most out of your time at work.

Company culture is essential to enjoying the third of your life you spend at work. So what is company culture and as an employee what should you look for?

What is Company Culture? An employee's view

What is company culture? An employee's view

The Management Discussion and Analysis (MD&A) part of a company's annual report explains company performance and productivity. This is generally undertaken by senior management and bsuiness analystsa that are tasked with analysing the company's performance through both qualitative and quantitative data. 

## What's included in the Management Discussion and Analysis?

Whilst all sections of an annual report unveil useful information, the MD&A is crucial. The MD&A tells shareholders the reasons why a company is healthy, or the reasons why it's not. The MD&A interprets the numbers in the financial statements; it details operational tactics and the management style that has led the company to its current state. It outlines future goals and looks ahead to new projects. Fundamental analysts should review a company's Management Discussion and Analysis when considering an investment opportunity. Investors need to remember that this section is unaudited, unlike the financial statements.

As well as providing commentary on financial statements, the MD&A will also comment on compliance with laws and regulations, systems and controls, as well as actions that have been planned in order to tackle any obstacles the business may be facing. In America, it is just one of many sections required by the Securities and Exchange Commission (SEC) and the financial Accounting Standards Board (FASB) to be included in a public company’s annual report to shareholders. This allows any potential investors to understand the company’s financial fundamentals and management's thinking, beliefs, and performance.

## Key Aspects of the Management Discussion and Analysis

These are just three key areas of the MD&A, and organizations will add many more depending on their line of business.

### Critical Accounting Estimates

In order for investors to fully understand the effects of accounting policies and any judgements made when implementing the policies, the SEC encourages companies to fully divulge their accounting policies within their MD&A.

### Liquidity and Capital Resources

Part of the MD&A is management's responsibility to identify any known trends, events, demands, or uncertainties that are likely to result in material changes in liquidity or capital resources. This area of the report should also include information on the company's material commitments for capital expenditures and any anticipated sources of funds to meet such commitments.

### Results of Operations

When reporting on the results of operations, the management must focus on unusual events or transactions and any significant economic changes that have affected income from continuing operations. Any trends or uncertainties that have occurred or that they expect to have an impact on the net revenues from operations, whether it be positive or negative, must be explained. In the case of the company having a significant rise in sales or revenues compared to previous periods, management must ascertain the degree to which the increase is attributed to operational change, the introduction of a new product or service, a price increase, or to some other factors.

The Management Discussion and Analysis is a part in a company's annual report were senior management addresses company performance and productivity.

What is Management Discussion and Analysis

Management discussion and analysis: What is it?

Management Discussion and Analysis

The Management Discussion and Analysis is part of the quarterly filings and annual report of a public company. In this section, senior management addresses the company’s performance in regards to productivity.

Understanding what is emotional intelligence and its importance in the workplace is becoming increasingly relevant. So how does emotional intelligence in the workplace fit the environment and why does it matter at work?

## What is emotional intelligence?

Emotional intelligence is defined as the capacity or ability to be aware of, control and express one’s emotions, as well as having the ability to handle interpersonal relationships empathetically and with good judgement. According to psychologists Peter Salovey and John Mayer, there are four levels of emotional intelligence:

__Managing emotions__

__Understanding emotions__

__Perceiving emotions__

__Reasoning with emotions__

Historically, emotions and intelligence were suspected to counteract one another. More recently, research into emotional psychology shows how emotions can interact and influence decision making and how people behave.

## Emotional intelligence in the workplace

Emotional intelligence is becoming increasingly recognized as an important and valuable skill which helps to improve a range of workplace facets. Researcher Daniel Goleman has identified five pillars of emotional intelligence and you can recognize how these pillars can have influence in the professional remit.

![Emotional Intelligence in the Workplace (1)](//images.ctfassets.net/6g4s9n00xmsl/1lVjxbbSzg0peMC19fZXDd/35a0f4074d726b187d0d6958a973bd57/Emotional_Intelligence__in_the_Workplace__1_.png)

__1.	Self-awareness:__ which helps when understanding one’s strengths and weaknesses. Particularly useful when receiving feedback, identifying areas for improvement and recognizing areas of strength.

__2.	Self-regulation:__ An ability for someone to be able to express themselves tactfully and openly, without exhibiting a counter-productive or dangerous level of emotional investment.

__3.	Motivation:__ People with high emotional intelligence do not require a lot of external motivation as they have a level of intrinsic motivation driven by personal fulfilment.

__4.	Empathy:__ There are a wide range of benefits associated with empathy. Empathy boosts productivity, fuels effective collaboration, improves cultural competence and builds leadership.

__5.	People Skills:__ Being able to build positive and effective interpersonal relationships with friends, colleagues and bosses is imperative to building an effective workplace.

Other frequently cited benefits of high emotional intelligence in the workplace include:

- Making better decisions and solving problems
- Keeping cool under pressure
- Resolving conflicts
- Having greater empathy
- Listening, reflecting, and responding to constructive criticism

## How do you measure emotional intelligence in the workplace?

There are valid metrics to measure emotional intelligence which are available to you. The two which are most recommended are:

__[The Multidimensional Emotional Intelligence Assessment – Workplace](https://www.sigmaassessmentsystems.com/assessments/multidimensional-emotional-intelligence-assessment-workplace/)__ 

This assessment consists of 144 short items designed to assess 10 distinct facets of emotional intelligence:

- Recognition of Emotion in the Self
- Regulation of Emotion in the Self
- Recognition of Emotion in Others
- Regulation of Emotion in Others
- Nonverbal Emotional Expression
- Empathy
- Intuition versus Reason
- Creative Thinking
- Mood Redirected Attention
- Motivating Emotions


This assessment takes approximately 20 minutes and provides a personality-based measure of emotional intelligence. The researchers who developed this attest that this measure is optimal for: employees and leaders looking to develop critical people skills; qualified professionals looking to select leaders and employees with emotional intelligence; and those who seek convenient and simple testing.

__[The Work Group Emotional Intelligence Profile](http://www.eiconsortium.org/measures/weip.htm)__

This measure consists of two scales, which also have their own subscales:

__Ability to Deal with Own Emotions__

- Ability to Recognize Own Emotions
- Ability to Discuss Own Emotions
- Ability to Manage Own Emotions

__Ability to Deal with Others’ Emotions__

- Ability to Recognize Others’ Emotions
- Ability to Manage Others’ Emotions

The scales offer a self-report assessment based on 30 items to help measure emotional intelligence in team members.

## Prioritize Emotional Intelligence

It’s important to actively encourage building emotional intelligence in your workforce. Developing a certain level of emotional intelligence, like a lot of things, takes practice. Some individuals will begin with a higher level of emotional intelligence while others, through no fault of their own, will exhibit lower levels.

An initial step to building a culture which encourages emotional intelligence is to show your employees that you care about their emotional wellbeing. Do your employees feel like you care about them as individuals? Do you take an interest in their personal lives?

A useful guide for enhancing emotional intelligence in the workplace is provided by researchers Mitchel Adler, Cary Cherniss and Robert Emmeling in their paper '[Bringing Emotional Intelligence to the Workplace](https://www.researchgate.net/publication/316506268_Bringing_Emotional_Intelligence_to_the_Workplace_A_Technical_Report_Issued_by_the_Consortium_for_Research_on_Emotional_Intelligence_in_Organizations)'. It describes implementing emotional intelligence in the workplace in four phases:

__1.	Preparation__

__2.	Training__

__3.	Transfer__

__4.	Evaluation__

Each phase feeds into the next. The first occurs before the individual begins formal training. This phase is crucial for effective social and emotional learning and involves preparation for change. The second phase, training, considers the change process. It includes the processes that help change the way people view the world and deal with its socio-emotional demands. The third phase, transfer, addresses what happens following the training phase. The final phase involves evaluation. Given the current state of knowledge about social and emotional learning, the complexity of programs are designed to promote such learning and call out the inefficiencies in the existing programs.

__1. Preparation Phase__
- Assessing the organization’s needs
- Assessing personal strengths and limitations
- Providing feedback with care
- Maximizing learner choice
- Encouraging participation - not requiring it
- Linking learning goals to personal values
- Adjusting expectations
- Gauging readiness

__2. Training Phase__
- Fostering a positive relationship between the trainer and the learner
- Maximizing self-directed change
- Setting clear goals
- Breaking those goals into manageable steps
- Maximizing opportunities to practice emotional intelligence
- Providing frequent feedback on that practice
- Relying on experiential, hands-on methods
- Building in support for your staff
- Using models of desirable behavior
- Enhancing insight into emotions and thought patterns
- Preventing relapse by preparing people for mental slips

__3. Transfer Phase__
- Encouraging use of the skills learned on the job
- Providing an organizational culture that supports learning

__4. Evaluation Phase__
- Conducting ongoing evaluation research 

Highlighting areas of weakness and actively focusing on emotional intelligence in the workplace is an important facet in encouraging a healthy and productive office environment.

Emotional intelligence is the capacity to manage your emotions and handle relationships with empathy. But how can you measure it?

What is Emotional Intelligence in the Workplace and How to Measure it

What is emotional intelligence in the workplace? In what capacity does it exist in the workplace? Can you measure emotional intelligence in the workplace and how can YOU prioritize it?

Emotional Intelligence in the Workplace

Can you measure emotional intelligence in the workplace and how can YOU prioritize it?

When it comes to goal setting, SMART goals can make all the difference as to whether you and/or your team are achieving goals that are meaningful and have a real impact. Here we take a look at what the purpose of SMART goals is, why they are important and the benefits they can bring.

## SMART goals – more than a mnemonic

The SMART in SMART goals is an acronym that stands for Specific, Measurable, Achievable, Relevant and Time-bound. The concept was first created by [Peter Drucker in ‘Management by Objectives’](https://en.wikipedia.org/wiki/Management_by_objectives). If you are setting goals for yourself or someone who works for you, it’s a great way to think and a proven way to help people in achieving goals.

When considering the purpose of smart goals it's helpful to look at each element individually.
![SMART Goals for Managers Defined](//images.ctfassets.net/6g4s9n00xmsl/6kBXN2Oho4uJTrTkOdKCVs/d01b9ed2b74a2d3b6ce4ecdac00f49cc/smart_goals_for_managers_defined.png)

__Specific__ means that the goal should be clear and directly related to your work or your desired end objective. It should contain as much information as relevant including the: who, what, why and how of the objective. If it isn’t specific, you will never be able to focus on what is important.

__Measurable__ means that you should be able to objectively tell whether the goal has been achieved. A goal of winning a new client is measurable. A goal to make a prospective client like you is not. If you can’t definitively say whether a goal has been achieved, it’s easy to trick yourself into believing that you are achieving goals when you actually aren’t.

__Achievable__ means that there is a realistic chance of achieving the goal. Setting a goal for a small start-up to make more money than Google in its first year of business is bold but eventually only demotivating.

__Relevant__ means that the goal set is reasonable and related to a person’s skills, experience, role and ambition. Goal setting should be related to wider organisational goals. It has to be relevant to the person but also aligned with the general direction of the organisation. There’s no point in achieving a goal of becoming a qualified photographer if this skill has no wider benefit.

__Time-bound__ means that there is a designated time-frame to achieving the goal. When it comes to reviewing whether the goal has been achieved, it makes it much easier. It can also reduce the risk of trivial day to day tasks getting in the way of achieving goals.

## The pros and cons of SMART GOALS

SMART is a well-respected approach to goal setting and many people would recommend it for personal as well as professional goals. It is an approach that brings the focus, clarity and motivation that people can often neglect when goal setting.

The process of thinking about your goals to make sure they are SMART goals also helps people to genuinely consider the importance of each goal and makes it more significant to them. This can be particularly important in the workplace for long-serving employees who see goal setting as a tick-box process rather than a significant planning experience.

Once the concept of SMART goals has been introduced, it is easily grasped and requires little training or expensive tools to implement. This is a great benefit if you are introducing a new goal-setting process for your organisation or if you are looking to bring consistency to the way goals are set and measured throughout your business.

There are some potential drawbacks to SMART goals that can stop people from achieving their goals and which should be considered when goal setting. Using SMART goals has been criticised, for example, as being too inflexible and for stifling creativity. Well-crafted SMART goals shouldn’t have this effect but it is certainly something to keep in mind.

![SMART goals principles](//images.ctfassets.net/6g4s9n00xmsl/3InswUHkSAKrdoh7dVkQgE/920978e97340d93b4452b29d2f9254c5/SMART_goals_principles.PNG)


---


Head over to our [Essential Guide to SMART Goals](https://www.peoplegoal.com/guides/smart-goals) to learn even more about the history of SMART goals and how they can super-charge goal setting in your organization.

Here we take a look at what the purpose of SMART goals is, why they are important and the benefits they can bring.

What is the purpose of SMART goals?

Purpose of SMART goals

We take a look at what the purpose of SMART goals is, why they are important and the benefits they can bring.

Unlike formal communications such as memos or company announcements, informal communication is the spontaneous, unstructured relaying of information that takes place in a work environment. [It’s often referred to as the grapevine](https://www.peoplegoal.com/glossary/what-is-informal-communication), since it relies upon individuals passing along information amongst colleagues or groups as we see fit without a structure, timetable or vetting process for the

As it doesn’t take into account the traditional flow of information from the top of an organization downward, there’s always the possibility of misunderstanding or half-truths to be spread. And in the extreme case, gossip and unfounded rumours can be bad for morale and lead to other performance issues as well.

As social creatures, it’s unreasonable to try to suppress all informal communication - just the thought of working at an organization that would attempt that sounds quite bleak. But there are ways that we as managers, leaders, and HR professionals can demonstrate examples of informal communication that encourages conversation that is upbuilding, positive and in line with organizational objectives.

## 9 Positive Examples of Informal Communications

![examples of informal communications](//images.ctfassets.net/6g4s9n00xmsl/2aRcd4z3GWORIP2fWVrEXX/cca2363124376f1e3f6625e1ece07d7d/examples_of_informal_communications.png)

### 1. Over-communicate

One of the easiest ways to get ahead of rumours is to be transparent. In the workplace this is accomplished by communicating what’s going on - and then communicating some more. Establishing formal communication channels as trusted sources alleviates the need for unnecessary informal channels.

### 2. Encourage peer communication

Instead of stifling communication around co-workers, provide tools to discuss, find help, and offer advice. [Realtime chat, message boards, and online group functionality](https://www.peoplegoal.com/blog/slack-for-team-communication-and-collaboration) can make it easier for some to raise questions and suggestions without having to go through drawn-out formal processes.

### 3. Act quickly

When disruptive informal communication is identified, it’s important to take action immediately. Gossip or rumours are often centered on what we see that’s “wrong” and the appropriate reaction is to focus on being solution-oriented and positive about what is going “right.” While we should work to improve on areas where legitimate complaints are raised, staff who repeatedly demonstrate a focus on destructive conversation should face disciplinary action.

### 4. Create a culture of champions

Harmful informal communication can be a symptom of overlying dysfunctional business processes. While department heads may be primarily focused on their own functional area, a [culture champion](https://waterstonehc.com/6-characteristics-of-culture-champions/) is someone who exudes and reinforces company values across all areas they interact in. A real champion isn’t someone who simply enforces policies or reports criticism - instead they identify and communicate when change is needed, but also set the example for how to work in the meantime. Identifying and supporting such champions is crucial to a positive communication strategy.

### 5. Invite feedback

You don’t have to bring back the suggestion box to create a feedback culture. 360 degree feedback platforms that allow for direct or anonymous feedback can help facilitate a move towards [gathering constructive ideas for improvement](https://www.peoplegoal.com/blog/6-principles-of-constructive-feedback) instead of toxic, secretive complaints.

### 6. Open the floor

If possible, consider opening up the types and sources of information you distribute. Team and department updates can be useful tools to show what we’re working on and remind everyone we’re working towards the same goal.

### 7. Open the door

It’s one thing to just say you have an open door policy and hope employees will come to you with issues. It's another to actually demonstrate a truly open door policy. Creating an environment where everyone feels comfortable coming to their manager or HR with issues and concerns can stop harmful rumours before they begin.

### 8. Consider the tone

One area that gossip or dissent can begin to form is when formal communications comes across as arrogant or tone deaf. Since we have the opportunity to craft and tailor formal communication, it’s important to consider how the message will be received - by individuals, teams, and even outsiders. When we create an inclusivity environment, we leave less room for gossip and simple misunderstandings.

### 9. Use the grapevine for your benefit

While it gets a bad rep sometimes, informal communication serves a purpose - connecting people across departments and hierarchy and filling in the gaps when formal communication is too slow or ineffective. It's less expensive and can be more direct since it isn’t targeted to a large audience all at once. You can tap into this by using managers and leaders to spread pointed and relevant information as it is needed.

There’s no need to stifle or view the grapevine as a purely negative source of information. It’s possible to take advantage of the quick transmission of information and even use criticism as an opportunity to identify areas for improvement and growth as an organization.

Informal communication is inevitable in work environments, but left unchecked it can be harmful. While you can't fully control examples of informal communications, you can encourage positivity.

10 Positive Examples of Informal Communications

10 positive examples of informal communications

Examples of informal communications

9 Positive Examples of Informal Communications

The dictionary definition of 'cascade' is *"a process whereby something, typically information or knowledge, is successively passed on"*. When it comes to the goals and objectives of a company and its employees, 'cascade' refers to the alignment of these goals across hierarchies. Traditionally this has been done by deriving employee goals from their manager's objectives from the top down, along the reporting lines, but it's far more effective to cascade the organizational goals across business units.

## What does 'cascade' mean traditionally for goals and objectives?

The original idea of cascading objectives sought to align everybody in the company around a common strategy, from the top down. The CEO, CFO and founders began by setting their goals for the company. Senior management then used those goals as a basis for setting their own objectives, and the exercise continued down through middle management all the way to the workers. While in theory this does drive everyone in a common direction, in reality if you focus on the personal goals of each individual it becomes a long game of broken telephone. There are a couple of issues with this strategy:

- Nobody has visibility of the goals that are two or more levels above or below them, so they don't know exactly how their role fits into the broader company strategy. Their personal objectives are based on their manager's goals only.
- The entire process just takes too long. If you have to wait for every single level of the organization  above you to meet, discuss the outcomes and set their personal targets before you can even start your own, you'll miss the boat on getting anything done.
- The exercise is so rigid and time-consuming that the C-Suite especially becomes reluctant to update their goals and start the whole cycle again. Goals stagnate, are not updated and become irrelevant to the actual working strategy of the company.

## What does 'cascade' mean for organizational goals these days?

A better term for cascading objectives is __goal alignment__. Having a system of flexible objective alignment across business units rather than personal goals allows you to implement those ideas of a unified strategic plan, open communication and personal accountability in a much more dynamic way.

![What does cascade mean in terms of goals and objectives](//images.ctfassets.net/6g4s9n00xmsl/2dMIa84zVyu1JWjkWapKzq/c43da8002e834edb3cb554e53a1589da/what_does_cascade_mean_goals_peoplegoal_blog.png)

With goal alignment, whether you're using [SMART goals](https://www.peoplegoal.com/guides/smart-goals) or [Objectives and Key Results](https://www.peoplegoal.com/guides/okrs), you still begin with the leadership team deciding the strategic objectives of the business for the next one to three years. These goals are then split up between the departments, org units, and teams that support a specific organizational goal area, rather than through the managerial lines. Objectives are cascaded down through the organizational levels where appropriate, but individuals can also align from the bottom up - meaning they can skip levels and align just to a department goal, or directly to a company objective when that's relevant for them.

---


> Learn more about [aligning company objectives](https://www.peoplegoal.com/employee-performance-management/aligning-company-objectives) and [managing organizational goals](https://www.peoplegoal.com/employee-performance-management/goals-overview) on PeopleGoal.


---


There are many benefits of this small change to the idea of cascading goals:

- __It allows for more autonomy for employees__. Not every employee's goal aligns neatly to their manager's objectives, so the traditional approach left many workers feeling like their goals were irrelevant. Allowing employees to set their own goals that align to any of the team, department and company objectives gives them a clearer idea of where they fit into the broader organizational strategy. This also promotes big-picture thinking and an open conversation between an employee and a manager about where they can really contribute.
- __Visibility of the actual company direction is a lot more clear__. The strategic business objectives need to be published to everyone in the company and constantly referred back to. This ensures that everyone is steered in the right direction without having to endure endless meetings and time spent digging for the right information.
- __The system itself is a lot easier to manage__. Everyone is responsible for their core area that contributes to the bigger strategy. When you spend the time to create a culture of open conversation and set aside time each quarter for making goal updates, you create a feeling of accountability across the organization.

Not all classic performance management techniques are wrong, but just because they're there doesn't mean they don't need updating. Just asking the question, "What does cascade mean?" has led many businesses to make small changes to outdated ideas that really serve to engage employees and boost motivation - exactly what good goal setting is supposed to do.

Cascading goals is a long-recommended performance management strategy, but what does cascade mean for the organization and its employees?

What does 'cascade' mean in terms of Goals and Objectives?

What does cascade mean in terms of goals and objectives

What Does Cascade Mean

You take a look at your calendar and your next meeting makes your stomach drop a bit - __the manager one on one discussion with your direct report.__ Scheduled right between lunch and your important call is 30 minutes of time you would probably prefer to use for anything but the one on one. Whether it’s a fear or criticism or just the thought of wasting time when you could be doing other work, or any other of a plethora of reasons - one on one discussion is likely not your favourite.

But I think it’s really unfortunate a lot of us feel that way because the one on one, __when done well__ is one of the __few opportunities to talk__ - really talk __with your team members.__ It should actually be a break from our normal day-to-day tasks; an opportunity to understand and be understood. And while we can’t explain why exactly this meeting have gotten such a bad reputation, we can give you __11 tips__ that will drastically improve your 1-1 meetings starting right now;

![11 tips for an effective one on one discussion](//images.ctfassets.net/6g4s9n00xmsl/6c2i1SVyXr3imV11ZpU9mv/6a7e4a5cdfcb01630c23accb64c297ec/11_tips_for_an_effective_one_on_one_discussion.png)

## 1. Have an agenda
You don’t have to stick to it at the sake of fostering communication, but there needs to be at least a few topics for discussion to guide the meeting. While you as a manager are the owner of the meeting and ultimately responsible for it, it’s a good idea to open up the agenda and let the employee have a say in the areas of discussion.

## 2. Take Notes
Take them yourself or ask you direct report to do so, but you simply can’t measure what you don’t track. One on one discussion notes are invaluable when you have multiple people to manage on top of your assigned responsibilities. When the time for performance appraisals comes, a good history of meeting notes can make the process much easier.

## 3. Give feedback
[Feedback](https://www.peoplegoal.com/glossary/360-feedback) is a dish best served warm - so why not use your one on one to give it? Comments like; “just keep doing what you’re doing” don’t give employees any direction. Take the time to understand what they’ve been working on and provide [specific feedback](https://www.peoplegoal.com/blog/6-principles-of-constructive-feedback) on what they’ve done well and what achievement that can aspire for.

## 4. Make the time
First, it’s important to [find the time](https://www.forbes.com/sites/forbesagencycouncil/2018/04/19/three-phrases-to-stop-saying-to-your-team/#31c6d5c45e2e) to meet regularly. Once you’ve committed to this it’s just as important to make sure distractions are minimized. To improve employee engagement it is fundamental to form a bond and dedicate time to each employee, where they feel valued as individuals.

## 5. Own it
As mentioned, the owner of the meeting is the manager and that means you are responsible for making sure the meeting is useful and timely. What it doesn’t mean is that you should be doing all the talking. In fact, as suggested by Andrew Grove in High Output Management, [the employee should be 80-90% of the talking](https://medium.com/fellowapp/howtostructureoneonones-62e6269065dd). Our job is to find a way to foster that communication and use and document to the benefit of both parties.

## 6. Stay Positive
Under normal circumstances, nothing that comes up in your one on one discussion should be a surprise, so there’s no reason to fear the meeting itself. You can ensure this by sending out the agenda in advance and setting expectations in your first few meetings. When your approach is positive and friendly, it will be clear to your direct reports and help make the conversation more natural and less inhibited.

## 7. Right Place and Time
In addition to choosing a place with minimal distractions, it’s also a good idea to choose a setting that matches the tone of the meeting. Grabbing a coffee/tea and getting out of the office can be a simple way to shift the mood of the discussion to friendly and positive.

## 8. Listen
We’ve already established that [managers](https://www.peoplegoal.com/blog/6-principles-of-constructive-feedback) should be doing more listening and less talking. This might be difficult at the start, but the key is to set the expectation that the meeting is truly about the employee and not just about handing down more work or criticism. Once we break the ice and get them talking we just need to listen and understand before replying or moving on.

## 9. Build rapport
There is often a fine line between asking too much personal information, but it’s a good idea to at least have the basics covered. You can build rapport by asking (and remembering) important details about themselves, their family etc. Having a relationship built on genuine interest and not just transactional, business interest will make your future conversation easier and more productive.

## 10. Don’t focus on performance or updates
While the easiest topic of conversation is a round-up of what they’ve done during the week, it’s likely not the most productive. If you are already aware of what tasks your direct report is assigned and you can track their progress then spending the whole meeting on updates is a waste of everyone’s time. Instead, dig deeper into how they’re feeling about the work they have and what obstacles they may be facing.

## 11. Talk goals
If you’re not setting goals for yourself and your team, [now is the time to start](https://www.peoplegoal.com/guides/smart-goals). Once you’re leading by example, you can start to talk about goals at one on ones, and this will really open up your meeting conversations. Personal development goals, work goals, personal interest goals - all of these can help us understand what we’re working towards in the grand scheme of things.

In a time when__ employment engagement levels are low__ across the globe, the __one on one__ discussion is an i__nvaluable tool to coach and develop direct reports__. Using these tips can help you make the most of relationship building portion of the meeting and PeopleGoal takes the pain out of scheduling, agenda-setting and documentation. If you’d like to know more or see a personalized demo, contact me here.

One on one discussion is an invaluable tool to coach and develop direct reports. Find 11 tips that will drastically improve your one on ones starting right now.

One on One Discussion with Your Employee 

One on one discussion

One on one discussion is an invaluable tool to coach and develop direct reports. Find 11 tips that will drastically improve your 1-1 meetings starting right now.

How to Run a One on One Discussion with Your Employee

Considering the amount of time the majority of the population spends within offices with the same people, there is a likely chance of some relationships in the workplace forming. The factor of living distance most likely being similar, as well as people sharing a commonality being in the same company adds to this. A study of nearly 200 full-time workers in a variety of workplaces indicates that most employees have no issues with a visible romantic relationship developing between two unmarried colleagues.

However, there were clear objections to romances between supervisors and direct reports, as well as workplace relationships between co-workers in which one or both co-workers are married to someone else. Whatever your personal opinion on dating, sex, and/or romance within the office, with heightened emotions comes an increased chance of damage to productivity. Here are a couple of steps you can take to manage any workplace relationship which may be impacting an employee's work.

## Create a policy for relationships in the workplace

Without a clear policy there is the possibility of workplace relationships leading to charges of sexual harassment, and legal consequences for the employer. Therefore, it is important that your employees have a guide to follow in order to avoid liability. Here are a couple of types of policies that you may want to implement:

### 1. No Dating Policy

Most no-dating policies ban dating between supervisors and their direct reports. These are usually put in place to guide employees in creating a legal, ethical, and harmonious workplace. Supervisors who are romantically involved with a direct report can create problems. The relationship could hugely influence the utilization of talents or promotion of individuals in relation to favouritism, or in the other direction purposely not promote an employee in order to avoid visible favouritism. Furthermore, the chance of discrimination lawsuit increases if a situation occurs where an employee from a former relationship is fired.

### 2. Fraternization Policy

If workplace relationships are not prohibited, it may prove useful to set up a fraternization policy - in other words, guidelines as to what is appropriate in the workplace. This of course is hugely dependent on your company culture. Employees need to be informed as to what behaviour is deemed inappropriate so they can be trained accordingly. Relationships that turn sour at most times are public affairs that therefore not only influence the employees involved but their colleagues too.

### 3. Love Contract

This is a contract written up by management and signed by the employees in the romantic relationship to state that the relationship between the co-workers is consensual, and it has and will be undertaken within the guidelines of the company's fraternization policy. This will also contain guidelines on expected behaviour if the relationship ends, such as refraining from any acts of retaliation that impacts the workplace.

### 4. Notification Policy

This policy requires employees to notify their supervisors whenever they enter a consensual workplace relationship. It helps protect the company from later charges that the workplace relationship was not consensual. The supervisors in this case must protect the privacy of the employees involved.

Nonetheless, sometimes workplace romances are inevitable and you need to know how to minimize the possible damage to you and your colleagues if you find yourself falling for a co-worker. Here are a couple of tips.

## What to do if you are involved in a relationship in the workplace

- Follow your company's relationship policies.
- Keep the relationship discreet in the workplace.
- Act professionally in the workplace and do not allow the relationship to impact your work negatively.
- Discuss with your partner the potential impact of the relationship on your work, and the potential fallout. Prepare for this by making a plan before the company requests one.
- If you’re required to report the relationship to HR, do so and keep them in the loop.
- Enjoy your relationship and build one that adds value to the company and the world.
- Do not have sex in the toilets.

![What to do if you are involved in a relationship in the workplace](//images.ctfassets.net/6g4s9n00xmsl/6tCYoD2o6PfghaZZ06ZQJQ/f9a78b1411e90bcf708d57bd295355c7/What_to_do_if_you_are_involved_in_a_workplace_relationship.png)

Other than the guidance given above, it's crucial you educate your employees on your sexual harassment policies, and in who they should report any allegations to. As a company you should strive to create a safe place for your employees to enjoy their lives as well as work. You should give employees the ability to report inappropriate behaviour, but also the ability to create healthy relationships in the workplace.

Relationships in the workplace are inevitable in most large companies. They can bring joy to many, but also run the risk of disrupting the workplace.

Relationships in the Workplace and How to Handle Them

Workplace Relationships and how to handle them

Relationships in the workplace

Discussing poor performance with an employee it’s a conversation we all dread, but as a manager or HR professional it’s one we all have to face eventually. We have put together 10 tips on how to discuss poor performance with an employee. There are a number of reasons why having “the talk” is difficult. Most people prefer to avoid confrontation, and naturally it’d be preferred if all employees were always fully engaged and productive, but as difficult as talking with an employee about poor performance is, it’s also a learning opportunity.

From an organisational perspective, we can view the situation through the lens of an employee to understand if there are any failings on the side of the employer. While what we find likely doesn’t excuse individual performance problems, it can set up to handle these situations more easily. Some questions that might arise from a review of organisational procedure include:

- Are expectations and role duties explicitly clear?
- Are measures of performance fair and made known to employees?
- Do we have a formal system of documenting and notifying employees of performance problems?
- Is there policy surrounding performance improvement plans and their use available to managers?

Even from an individual perspective, when we find that poor performance is a result of an employee knowingly underperforming, we have an opportunity to learn and hone our interpersonal skills. Performance issues can stem from a variety of problems and it’s possible to listen and be empathic while still being direct and productive in our conversation. <call out quote> If the purpose of the talk is to improve performance and not just criticise, then we need to enter the conservation open minded and solution oriented, not confrontational and questioning.

To that end, here are 10 things to consider as you prepare for a talk about poor performance to get the most of the conversation:
  
  ![10 tips on how to discuss poor performance with an employee](//images.ctfassets.net/6g4s9n00xmsl/1XWoVwnfxXLW8dvWgjE0iI/2db20627cc017d8e2e8402d6a49a8035/10_tips_on_how_to_discuss_poor_performance_with_an_employee.png)

## 1. Create a safe space

We can make an already uncomfortable situation worse by making an employee feel like they are being cornered or attacked. At a minimum, we want the conversation to take place in private and in area free from distractions. We also need to create a tone for the talk that demonstrates that we want to be partners in their success.

## 2. Don’t put it off

It’s unlikely that poor performance will fit itself, and if there are simple, quick wins to spur productivity, it’s well worth it discover them as soon as possible. More often than not, employees with poor performance are aware on some level and so dragging our the process only gives time to dread the talk more.

## 3. Recognise the problem, research the problem 

Just because we want to enter the conversation with an open mind, doesn’t mean we shouldn’t do some investigation beforehand. It’s important to know and be able to clearly communicate the impact of the issues, how it relates to other team members and organisational objectives and have data to back it up. Doing so help us avoid absolutes during the conversation, establish and agree that there is a problem early on, and then spend the bulk of our time trying to find solutions.

## 4. Document and make clear what is happening

When we’re having a difficult conversation we may unknowingly use distancing language and attempt to beat around the bush a bit. But getting to the bottom of the problem requires being direct and clear. We can maintain a positive tone and approach while still outlining exactly why we are talking and what needs to be done to remedy the situation. We should also mention that such a conversation will be documented and follow-up by doing so.

## 5. Don’t ask why, find out why

Like a psychiatrist throwing out “how does that make you feel?” it’s time to remove “Why aren’t you performing well?” from our list of questions. Especially as our opener. Consider the possible ways such a question can be received; there are few responses that won’t be defensive and best we will get surface level information before we’ve shut down the lines of communication. What we really want is to draw the employee out and understand the underlying, and this is done by asking questions that

## 6. Set/Re-Set Expectations

We’d all probably prefer is the outcome of a poor performance talk was simply that expectations weren’t clear and some clarification solved everything. But even if our conversation doesn’t go that way, we can still use the opportunity to make sure that role expectations make sense. You might trying asking the employee to describe expectations in their own words and include the largest roadblocks in their opinion for a person in their position to accomplishing them. Although performance is still the main topic even if we find expectations need some adjustments, getting on common ground with what is being requested of employees is the first step to improvement.

## 7. Focus on effort and intent

Although results are our yardstick via which we may measure our results, it’s important to address how much effort and the intent of the work employees with poor performance output. This can help us discover root cause of their issues. If we find that high effort and good attitude is there but results aren’t being met we can acknowledge their hard work and discuss coaching and strategies to [work smarter, not harder](https://www.peoplegoal.com/blog/work-smarter-not-harder). If both effort and performance are low, we delve further into the reasons for this during the talk.

## 8. Be solution oriented

There are many possible solutions to fix poor performance and they don’t always included simply “working harder” or putting in more effort. Training and upsklling, reassigning and or reviewing job roles, providing additional resources, assistance with setting aspirational goals, giving more frequent feedback, development or performance improvement plans - all of these are just some of the possible solutions. Use the meeting to ascertain the root of the problem and then suggest appropriate solutions based on what you learn.

## 9. Be Respectful

It may go without saying, but a respectful, professional approach is a requirement for any poor performance conversation. Not doing so can lead to resentment, and possibly even legal issues. It’s important to be able to separate the performance problems from the individual. We can be pointed and targeted about the impact of poor performance on the team and organization, but must ensure the conversation does not steer into personal attacks or insults.

## 10. Consider potential

It’s unlikely that we would be have a conversation about improving performance and not about termination unless our purpose was to remedy the situation and retain the employee. That means that, on some level, we see the potential for the employee to rebound from their current performance and meet expectations in the future. If that’s truly the case, it’s important to find a way to express this in our conversation - that they are valued and capable, but need to make some adjustments. It’s helpful to review and incorporate any positive feedback or performance targets they may have in preparation.

Ultimately, having the “talk” is never the easiest or most pleasant conversation we can have with an employee. But viewing the process as an opportunity for growth - for the employee and ourselves - can help us craft a dialogue that truly identifies root cause, finds solutions, and sets us up to do our best work.

It is not easy to have a discussion with underperformers, in this blog you will learn how to discuss poor performance with an employee.

How to discuss poor performance with an employee

How do you approach discussions with an employee who is exhibiting poor performance? Read this blog for some top tips when you need to discuss poor performance with an employee...

How to discuss poor performance with an employee: 10 tips

Need some tips on how to discuss poor performance with an employee? Read on...

__Everyone should know the answer to the question what is performance management.__ Performance management is the theory, activity and set of practices which are geared to maintain and improving employee performance in line with organizational objectives. Current performance management theory has transitioned from traditional performance management to continuous performance management. Traditional performance management is a top-down, static and out-dated process, which establishes objectives (individual, team or organizational) at the beginning of a term and expecting them to be achieved in a given timeframe. Management then monitors performance against objectives and shares evaluation periodically. Traditional performance management is [outdated and archaic](https://www.peoplegoal.com/blog/continuous-performance-management-trends-2018), and has a range of problems associated with it.

Alternatively, continuous performance management is defined as performance management processes which are ongoing throughout the year. Management processes typically include [one-on-one meetings](https://www.peoplegoal.com/blog/employee-manager-meeting) and conversations with managers, direct reports, regular performance and development as well as continuous, 360° feedback.

## How to measure the effectiveness of your performance management process?

An organization may wish to utilise performance management in order to monitor said performance at an individual, team, departmental or organizational level.

Being able to measure performance management is not an easy task. There is a process that needs following in order to effectively measure performance management.

![performance management](//images.ctfassets.net/6g4s9n00xmsl/29faB32AF3qMuvEmNel64g/e32c42bc658017ccc90235d9e7604952/performance_management.png)

__1__. **Define your key goals and objectives** – Before measuring the effectiveness of your performance management process, you will need to gather key information and indicators regarding your goals and objectives. *What are your goals that you are trying to achieve through performance management?*

__2__. **Initial information** that you will need includes:

•	How easy to use is your management processes and software to use for employees and managers.
•	How much time and resources are your processes expending?
•	How many employees are actively engaging with your performance management processes?
 
__3__.  You need to set **evaluation criteria** for your performance management processes which have measurable outcomes.

•	How often there are check-ins between a manager and the employee (this can be collated at an individual employee-level, individual manager-level, or departmentally).

•	How many employees have agreed upon objectives.

•	The number of employees undertaking learning and development activities during and/or post their performance review.

•	Compare and contrast your data with previous years. If your performance management processes are effective, then there should be an upward trend in the ratio of high-performing to under-performing employees.

•	Employee retention and employee turnover rates. More effective performance management processes will keep the first one high and the second one low.

Use these evaluation criteria as a metric to see if you are continuously improving. Use the initial information criteria to see if your current processes are properly set up and being engaged with.

## Why is performance management important?

An effective performance management process has the potential to produce a number of organizational benefits. A survey by [Bersin and Associates](https://www.successfactors.com/static/docs/Bersin-Competency-Report.pdf) found that of those companies that reviewed goals each month, over half were also in the top percentile for performance. In contrast, of those companies that reviewed goals annually, only 24% fell into the same bracket. A study by [Gallup](https://www.gallup.com/workplace/236570/employees-lot-managers.aspx) identified that employees had regular one-on-one meetings with their managers are almost three times as likely to be engaged. Lastly, frequent feedback has been shown to [boost performance by up to 39%](https://www.forbes.com/sites/joshbersin/2015/08/26/employee-feedback-is-the-killer-app-a-new-market-emerges/#7338f45edf35).

## Who is responsible in the company?

It is important to note that one person, or a set of people from one department is not accountable for the whole of the performance management process.

- **Employee** – in charge of achieving their individual goals and the goals of their team.
- **Managers** – are expected to outline expected performance deliverables to the employees, and continuously gauge the employee’s performance to determine whether to step in, offer [constructive feedback](https://www.peoplegoal.com/blog/6-principles-of-constructive-feedback) or provide [recognition](https://www.peoplegoal.com/blog/driving-employee-engagement-using-recognition-badges).
- **HR Department** – need to outline expected performance with respect to attitudes and other social criteria. HR departments should also be in charge of using HR software to optimise performance management, and feeding the information from the software to managers and employees on a continuous basis.

Optimizing performance management is achieved by aligning these key players in the organization.

## How do you best manage performance?

The million-dollar question. How do you best manage performance without disrupting or negating the process which are working well currently? The internet is inundated with suggestions, research and tactics to improve your performance. It’s up to you and your organization to decide which ideas will work when integrated into your performance management processes. Here are a few ideas:

- Set clear expectations and goals.
- Provide managers with necessary training.
- Provide employees with opportunities (internally and externally) to aid their learning and development.
- Utilize employee handbooks.
- 360° feedback.
- Use a goal setting system (i.e. SMART goals or OKR’s).
- Give employees the right tools to excel.
- Make sure managers are consistent.
- Invest in performance management software to optimize your processes. More on this below…

## What systems are available?

The management processes which HR department use is constantly evolving. So too then, does performance management. It needs to flex to help both company growth and industry trends. So why then are there such damning [statistics](https://www.notion.so/evermind/Performance%20management%20software%20can%20help%20you%20to%20optimize.) of some widely used performance management processes. Performance management software can help you to optimize your current processes. We’ve written a number of blogs denoting the benefits of investing in performance management software; so we will summarize below.

1. **Modernizing Paper-Based Spreadsheet Methodologies Will Save You Time and Money, Optimizing Your Processes.**

3. **Software Makes the Performance Management Process Specific and Catered to Your Business.**

5. **Software Provides a Needed Infrastructure to Shift from Annual Reviews to Continuous Feedback, Making That Transition Easier and More Integrated.**

7. **Technical Support — A Final Key to Finding (and Retaining) Software’s Worthiness.**

Some other cited benefits of performance management software include:

- **Customizable** - PeopleGoal is a modular, customizable platform that allows you to tailor your current performance management process, rather than be dictated by a strict formula. Customization allows for organizations to add features which are of importance to them.
- **Secure** - Having a centralized location for personal data that is encrypted and has customized permission levels means your personal data is more secure.
- **Electronic History** - Performance management systems allow you to review an individual, team or departments achievements, goal success rates, reviews, feedback and performance
- **Data Driven** - With data in one centralized location, it’s easy to run reports and view key prior reviews. Consequently, it allows you to map progress through all levels of the organization. It also allows you to compare and see trends in performance across time periods.

If you are intrested in this, check out these blogs: ‘[Don't Think Performance Management Software Is "Worth It"? Think Again](https://www.peoplegoal.com/blog/dont-think-performance-management-software-is-worth-it-think-again)’ or ‘[Performance management software: Is it worth an investment?](https://www.peoplegoal.com/blog/why-invest-in-performance-management-software)’. Alternatively, read our other [blogs](https://www.peoplegoal.com/blog) which span a range of HR topics and debates.

Confused about what is performance management, is a set of activities focused to improve employee performance.

What is performance management?

Confused about what performance management is or what it means for you and your organization? Read below to find out more...

Confused over what performance management is? Find out more here!

One of the key players in the future of work is remote working. If you haven’t read into it already, remote working is a working style that enables professionals to work outside of a traditional office environment, and is based on the belief that work does not need to be done in a specific place to be executed to its optimum level. The practice itself has seen a sharp increase over the last decade with it being championed by companies such as Patagonia, Google, and Amazon. It’s been argued that employees that have the opportunity to work remotely three or four times a week are [substantially more engaged](https://www.gallup.com/workplace/236375/engaged-remote-workforce.aspx) in their jobs than traditional counterparts. With that in mind, we’ve compiled a list of our top ten remote work best practices.

## 10 Remote Work Best Practices
![10 remote work best practices](//images.ctfassets.net/6g4s9n00xmsl/U75zEdYh7FjMycGrFxNKF/dea682ed94ae46acb08e643cdd1f128c/10_remote_work_best_practices.png)

### 1. Organise a remote work routine with your manager

Make sure you have discussed your remote work routine with your manager, so they can relay what they expect of you and you can show them [how you plan to divide your day](https://www.peoplegoal.com/blog/effective-at-work-8-hours-a-day). Establish the times that you will be working so as to avoid complications with your availability and to receive calls from colleagues.

### 2. Put yourself in a productive environment

Although remote working gives you the luxury of working from wherever you like, this also gives you the responsibility to be sensible about where you work. Take into account where you will be able to complete your work to the optimal degree. I wouldn't recommend trying to complete work in a nightclub - the music and opportunity to throw some moves may prove distracting. Find somewhere peaceful where you have minimal distractions and room to settle comfortably (but not too comfortably that you doze off). A café is a perfect example.

### 3. Set your workspace up for ultimate productivity

It’s tempting to stick on some sweatpants and crash out on the sofa with Netflix on in the background whilst you work. Just because you can, doesn’t mean you should. When you set up a remote work area, and dress for work, it signals to your mind that it’s time to concentrate. Take away the willpower needed to resist distractions and make a great start by setting both yourself and your workspace up to work hard.

### 4. Communicate frequently

Communication is vital to remote work. You must always stay in the loop with your colleagues. Set up regular calls to check in and update your manager/colleagues of the work you have been doing out of the office. Try to document the work you have been doing in a shared document to reassure and educate others of the progress being made.

### 5. Invest in reliable tech

For those who take remote work literally, as in work in remote locations, you will need to consider the technology which will enable you to do this, like having access to strong WiFi that will allow for video-calls to go answered without interruption and noise cancelling headphones for when you find yourself working next to a construction site.

### 6. Join a remote working community

For those who remote work out of necessity over choice, try to join a [remote  working community](https://remoteyear.com/), either virtually or in person at a local coworking space or collective. Many find that they work at their best when surrounded by others who are also successfully working remotely, and you can tap into the treasure trove of great ideas from people outside of your field.

### 7. Switch up your workplace

Remote working is about freedom, and you may find that there is a stark increase in productivity when one frequently works from different locations. A change in scenery can [enhance your cognitive ability to work](https://lifehacker.com/change-up-your-study-spaces-for-better-recall-5631680). Instead of sitting in your kitchen and working, find somewhere outside on a sunny day or move to a café in the afternoon. Or dedicate one day a week to a co-working space.

### 8. Invest in communication tech

As you wont be able to turn to your colleagues in the office and ask them a question when your brain can't find the answer, you’ll need to invest in communication technology that enables you to give a virtual tap on the shoulder. [Slack is the go-to for teamwork and communication](https://www.peoplegoal.com/blog/slack-for-team-communication-and-collaboration).

### 9. Take time for self-care

Remote work brings the chance of your work life and home life blurring into one. That’s why its crucial to schedule your working hours and stick to them. At the same time it's vastly beneficial to also schedule in time for self-care such as going to the gym. The increased flexibility of remote working should allow you to further focus on your own personal development if you set aside the time for it.

### 10. Switch off!

In an increasingly connected world, the ability to switch off after work is one of the hardest challenges - especially for remote workers. Therefore it’s even more important nowadays to develop a habit of setting a time when you ‘log off’ for the night and have a bit of me time.

If you have not considered working remotly or hiring a remote workforce here are some benefits why you should;
![Benefits of remote workers](//images.ctfassets.net/6g4s9n00xmsl/3mb4oJ0HPAnNEgvb6Brrl3/9053676dd2e95dcecd45d54a92f83565/Benefits_of_remote_workers.png)

10 remote work best practices to get the most out of your flexible working environment. Employees that can work remotely are more engaged.

10 Remote Work Best Practices

Remote Work Best Practices

10 remote work best practices to get the most out of your flexible working environment.

10 Remote Work Best Practices for Flexible Workers

__Too many companies let their new hires sink to swim after hiring them. As we discussed before employee onboarding process is a fundamental step to [employee engagement](https://www.peoplegoal.com/blog/30-tips-to-increase-employee-engagement). Unfortunately, too many businesses continue to overlook the importance of this process. Therefore, this article aims to explain how to set up employee orientation for a job.__

## What is employee orientation?

Employee __orientation__ is an__ essential part of [onboarding](https://www.peoplegoal.com/blog/how-to-set-up-an-employee-onboarding-process)__ where employees learn about the workplace and their new job. It provides them with an __opportunity to familiarize__ themselves with their responsibilities, company culture and their new team. It also provides the rest of the employees to introduce themselves to the new addition to the team and help them __effectively transition to the company__.

## Why is employee orientation important?

[Clearly communicating](https://www.peoplegoal.com/blog/workplace-communication-can-suffer-when-individuals) one’s expectations and objectives can help employees to understand their responsibilities and become productive faster. Effective employee orientation can therefore help to avoid miscommunications to help to reduce the employee churn rate as it prevents miscommunication. It also allows new hires to familiarize themselves with the new workplace, colleagues and their newly acquired role.

On the other hand, many companies overwhelm their new hires with too much information on day one rather than take the time to help them understand how the company functions. As a result, the new employees can become confused, overwhelmed and disconnected from their work. Employees who go through ineffective orientation are more likely to leave your organization within the first year of their employment. According to SHRM states that replacing an employee costs companies on average 6-9 months’ salary.

## What are the steps of employee orientation?
![Steps to set up employee orientation for a job](//images.ctfassets.net/6g4s9n00xmsl/4iw3A5qlHFYh3vnYjpBGMb/ecbb118e8b143a7b7f9c2de81511ea49/Steps_to_set_up_employee_orientation_for_a_job.png)
### 1.	Let them know where to come.

Supposedly, your new employees know where the office is, but it is always good to double check they know how to get there, what public transport to take or where to park to reduce the potential anxiety levels and make their day as easy as possible.

### 2.	Let them know who they are going to meet.

If they need to check in at the reception let them know what the steps are and who to ask for. If you want to make their life even easier the human resources department can help them to connect them social media, via email or enable them to exchange phone numbers to start initial communication if that’s not been done before.

### 3.	Let them know when to come and when they can expect to be leaving.

Make sure your new employee knows when they should arrive to the office. But more importantly make sure that their new manager/team member/office manager or another employee is also aware of them coming and will be expecting them. Nothing sets a worse first impression than making your new employees feel like they have been forgotten about.

### 4.	Let them know what to bring and what to wear.

This (just like most of the other steps on the list) might feel so obvious to you that you might take it for granted and forget to communicate it to the new joiner. To avoid any awkwardness, make sure they know what [the appropriate dress code](https://www.peoplegoal.com/blog/employee-code-of-conduct) in the company is and whether there is anything they need to bring on their first day. If you are going to provide everything they need, let them know as well.

### 5.	Let them know why their role and your company exist

Last but not least, the orientation is a great time to explain the mission, vision and core values of the company to your new employee and how their role aligns to company vision. This will provide them with understanding of the company strategy from the day one 

## What should employees expect from employee orientation?

More than anything you should be ready to absorb a lot of information and meet a lot of new people (unless you work for a small company).

As an employee it is important you are ready to show you are committed to your new job and continuous improvement. You should embrace yourself to ask questions to get information you need to learn your job, make decisions and solve problems. Therefore, it is worth to prepare for your orientation and;

### 1.	Dress appropriately

Your new employer should let you know what the dress code of the company is, although if they do not you should take an initiative and ask them yourself.

### 2.	Arrive Early

Coming in late on your first day is the last impression you want to leave. Make sure you account for the traffic and come early enough to check in with your supervisor

### 3. Have your personal information ready

Make sure you have filled all necessary forms such as a W4 tax form in the US or P60 form in the UK prior your first day and have your social security number any other necessary information ready.

### 4. Be ready to take notes

You are most likely to recieve a high volume of information and with the stress of new environment and new people it might be difficult to remember. Bring a notebook and a pen to be able to write down what you do not want to forget.

### 5. Ask about the next steps

Your employer should clearly outline what happens next but if they do not, show initiative and ask yourself. Do you know if you are going to get any formal training? Will you be assigned a mentor/buddy to help you integrate to your role? Are there any further steps to the orientation?

![employee guide to employee orientation](//images.ctfassets.net/6g4s9n00xmsl/1BvvTG4FbAYhBq0w2ImWQD/2a1f1ad8da12dc027150c64ffe55b75b/employee_guide_to_employee_orientation.png)

Employee orientation program is beneficial to both employees and companies helping them to successfully kick of their new career. Effective orientation process should enable new hires to integrate to the company, understand their responsibilities and ensure positive productivity from day zero.







Setting up employee orientation for a job can be overwhelming to the HR departments, although it is essential for effectively engaging new hire with their role.

How to set up employee orientation for a job 

How to set up orientation for a job

Setting up employee orientation for a job can be overwhelming to the HR departments, although it is essential for effectively engaging new hire with their role

Any organisation is due to come across issues whether they be financial, logistical or managerial. Fundamental to overcoming any obstacle and handling difficult conversations with employees is communication.


## How to Prepare for Difficult Conversations with Employees

One common fault in dealing with issues that occur with employees is sweeping it under the rug - ignoring it and hoping it will go away. That may be the easy option, but it’s far from beneficial. When you conclude that a conversation surrounding an issue is needed, start taking the necessary steps to open up the discussion.

![How to prepare for difficult conversations with employees](//images.ctfassets.net/6g4s9n00xmsl/2m15mZ8kD2IlcY0Ls5BQyt/cc1eef802a517aa7975a108fb9392a83/How_to_prepare_for_difficult_conversations_with_employees.png)

### 1. Take initiative and gather your notes

Before you lay out out plans for a meeting, take a minute to reflect on whether you are treating the employee on a level playing field. If you want to get the most out of any meeting, you need to go in prepared. Ideally you will need factual data alongside your observations in order to justify the meeting.

You'll need to understand what you expect of the employee after the meeting, and be able to concisely convey what corrective action needs to be taken and why. Back up the reasons behind the ‘why’ such as presenting attendance policies to an employee who is consistently late.

Furthermore, make sure you have a place to document everything that has been discussed, and any actions that have been set.

### 2. Find the right time and environment

It’s only going to aggravate the situation if you immediately drag an employee from an important task into a public area to chew their ear off. You must exercise empathy here and find somewhere that sets the tone for what is to be discussed, for instance a meeting room/office for disciplinary meetings, or a café for a more informal discussion over personal issues impacting an employee's performance. Either way, you must find an environment that makes everyone feel comfortable.

### 3. Do you need a witness?

Consider if having a witness present will be necessary, especially in policy violation, disciplinary or employee grievance matters. A witness is typically a manager or HR liaison, and never another employee. They should also be briefed on the situation beforehand.

### 4. Approach the meeting with a positive mindset

The first and crucial step to setting the tone for all parties involved is the title of the meeting in hand. Avoid using language that suggests punishment such as ‘Disciplinary meeting’. Instead propose a ‘catch up’ in order to avoid putting other parties on the defensive from the beginning.

Avoid listing off their shortfalls. Instead ask them open ended questions to get them to open up and discuss the issues themselves. For example:

*“How is everything going at the moment?”*

*“Is there anything you are finding difficult?”*

*“Do you have any ideas of how we could make this task easier for you?”*

As well as highlighting the key issues at hand, provide them with examples of positive actions they can take (and positive actions they are already taking) in order to show appreciation if appreciation is due.

__Remember: Constructive, not critical!__

### 5. Control your emotions

Meetings should always be fact-based and not emotionally charged. Try to avoid emotional language. If emotions do start to overwhelm the discussion and deteriorate any progress that is being made, you must make a decision to put the meeting on hold and reschedule.

### 6. Keep it confidential

If an employee has approached you confidentially, you need to reassure them of where they stand. If you cannot guarantee confidentiality as it’s dependent on what they disclose, advise them of the policies and the steps you need to take. However, where possible, protect all employees' confidentiality. 

### 7. End on a positive note

Try to end the meeting on a positive note. This can be done by giving positive affirmations of what needs to be done and what benefits will come from the actions set.

### 8. Reflect on the meeting

Take time to review what was discussed. If the situation has been resolved or is improving let the employee know - take them out for a coffee, tell them they are great! Make sure that you have a follow-up check-in booked if needed to review action items.

Whatever happens, don’t let difficult conversations impinge on your business. Accept that they will happen, conduct them to the best of your ability, and have faith that your actions will yield positive results.

---

## 10 Examples of Handling Difficult Conversations with Employees

### 1. An employee is consistently late

If an employee is consistently late, the first thing you should strive to understand is why. After opening the meeting softly by asking them how they are, ask them a couple of questions such as:

*“Are you aware of the attendance policies at our company?”*

*“Is there a specific reason you are not making it to work on time?”*

*“Is there anything we can do to help you get to work on time?”*

*“What actions do you believe you can take to make it to work on time?”*

Make sure you have the appropriate documentation to evidence their tardiness. And go into the meeting with an open mind, but also with suggestable actions for the future, such as:

- Get them to check in with you as soon as they know they will be late.
- Make prior transport arrangements.
- Draw out a weekly schedule to stick to.

### 2. An employee is underperforming

Schedule a meeting to discuss the reasons behind why they are underperforming. Ask some open ended questions about performance such as:

*“What do you believe we expect of you at the moment?”*

*“How well are you coping with performing these tasks on time?”*

*“What corrective action do you believe will improve your progress?”*

You should also suggest actions they need to take and draw up a timeline of objectives that they need to complete. Regularly check up on their progress and offer assistance where possible.

### 3. An employee is struggling at work due to personal issues

If an employee has suggested they are having personal issues which are effecting their work, you must reassure them of confidentially and offer them assistance in regards to their progress. This aid may come in the form of changing their work patterns, referring them to an HR support contact or liaising with their manager.

### 4. An employee is being inappropriate in the workplace

Depending on its severity a manager may be able to handle the situation. In this case you must assess the situation, gather evidence and bring the offending employee in for a discussion about their behaviour.

It's important in this manner to respect anonymity when possible so that you reduce the chances of aggravating any relations within the office environment. You should try to get the offender to determine what they have done wrong, why they have offended, and what the corrective actions are needed to be taken. In some instances disciplinary actions should be handed out in accordance to company policy.

### 5. An employee is having issues with another employee 

When a workplace grievance is filed by one employee about another employee, you must follow your company grievance policy which should roughly be along the lines of: 

- Investigate the claims to establish the facts. This will likely be done through interviewing both employees as well as witnesses.
- Anonymise the witness statements.
- You must decide if there is a need for disciplinary proceedings or whether the situation can be monitored and resolved informally.
- Any subsequent disciplinary action must be full and fair, and if possible decided by a panel.

### 6. An employee is giving the wrong information to clients

Intervene as soon as possible to avoid any further discrepencies. The first step you should take is to find out the cause of giving the wrong information, whether it be  due to a lack of education or an act of corporate sabotage. This knowledge can be gleaned by a straightforward meeting in an office, with your evidence at hand. Once you find the root of the issue, you must then proceed to conduct disciplinary action, or further educate your employee to ensure the mistake is not repeated. This may include conducting regular check ups. 

### 7. An employee is distracting their colleagues

Many offices have a few confident individuals who may become distracting at times, and if you've noticed this, as well as a decrease in productivity, you can introduce a few steps to tackle the issue. The first would be to conduct a frank discussion with the individual asking them to refrain from  distracting others. The second could be to move where they are working away from others they usually distract. And a third could be to give them a greater workload as a lack of work may well be the reason for their time to distract themselves. 

### 8. An employee lacks personal hygiene

If you have received a complaint about a colleague lacking personal hygiene, you must be careful to handle the situation with empathy and grace. This is no place to shame anyone, as usually the source of personal hygiene may be linked to a much deeper issue. Therefore when possible, try to include this into an informal discussion and do not make it the sole purpose for said discussion. Perhaps organise an informal meeting with the purpose of discussing their performance, as well as asking how everything is, then take the opportunity to discuss personal hygiene. Let them know that everyone needs to make an effort across the board so as to not make the individual feel singled out. 

### 9. An employee is failing to comply with company policy

First have an informal discussion to assess why they are failing to comply to company policy, with all evidence provided, then offer them actions they must take to correct their methods. If the employee continues to fail to comply with company policy you need to document and implement disciplinary proceedings. 

### 10. Employees are having an inapropriate relationship in the office

When two employees are having an inapropriate relationship in the office, there can be several consequences such as complaints of favouritism, disruption to staff, sexual harassment claims, workplace gossip and time wasting. In order to resolve this issue, you must make sure there is lots of communication between the romantics and the management. The management must inform the romantics of the company policy, and the romantics must be transparent about their relationship.

When it comes to handling difficult conversations with employees - whether those be about performance, discipline or personal issues - there are a few steps you can take to avoid the dread of initiating these conversations.

How to handle difficult conversations with employees: Ideas and 10 examples

How to handle difficult conversations with employees

Difficult Conversations with Employees

The importance of good goal-setting is often overlooked in a [busy, stressful healthcare environment](https://www.peoplegoal.com/blog/work-stress-awareness-what-can-help-an-employee-and-employer-perspective). We have many nursing, homecare and health providers who've identified the importance of communicating clear objectives and use PeopleGoal to [set the strategic framework, track and align their organizational goals](https://www.peoplegoal.com/employee-performance-management/aligning-company-objectives). We'll take you through the SMART goals methodology, give you a template to create your own objectives and show you five SMART goals examples in nursing.

## What are SMART Goals?

Setting SMART goals is the first step of [continuous performance management](https://www.peoplegoal.com/blog/employee-performance-management-just-what-is-it). The SMART methodology helps you to construct clearly defined goals using five attributes:

__Specific:__ This goal covers one clearly-defined area that's direct and easy to understand.

__Measurable:__ The goal has measurable outcomes that indicate when you've achieved the goal.

__Achievable:__ The goal is challenging but realistically achievable for your skills, resources and capabilities.

__Relevant:__ The goal supports the broader needs of the ward, department and organization.

__Timely:__ There's a clear due date by when the goal needs to be achieved.


> Learn more about the history of SMART goals and why they're important with our [Essential Guide to SMART goals](https://www.peoplegoal.com/guides/smart-goals).


## How can SMART Goals be used in Nursing?

As a nurse, setting good goals is critical as they help you to define your development framework and keep you on track with your progress. Goals can help you stay focused and keep you motivated when things get stressful and overwhelming. This is particularly important in [banded organisations such as the NHS](https://www.healthcareers.nhs.uk/) where your skills and responsibilities are clearly defined at each level. Documenting your own progress and achievements is a big step forward in proving you're ready to move to the next level in your nursing career.

Setting objectives is a great exercise in autonomous self-development, but it's also a chance to open up a conversation with your manager or clinical lead to identify further goals you may not even have thought of. [The NHS has a great set of both clinical and non-clinical SMART goals](https://www.porthosp.nhs.uk/Learning/apdr/SMART%20Objectives%20-%20Guidance%20v3.pdf) for you to see how other departments structure their team development, employee engagement, patient care and leadership objectives.

---

## 5 SMART Goals in Nursing Examples

The key areas you should focus on when setting SMART goals in nursing are:

- Safety
- Patient Care
- Efficiency
- Accuracy
- Professional Development


### 1. **Safety**

*I will use the ward policy guidelines to construct an updated patient and staff safety and hazard checklist. This list needs to be checked by every staff nurse on a rotating basis once per month. I will complete the list by the end of September and measure monthly whether it is being completed by all team members.*


__Ask yourself, "How is this goal specific?"__

The objective focuses on one clear outcome (an updated safety and hazard checklist).

### 2. Patient Care

*I will hand over patient details, care instructions and assessment notes to the next shift nurse before completing my shift. I need to do this before every break to ensure patient details are noted and specific instructions are followed. Additionally, this will help all nursing staff to understand areas of interest for patients to built a rapport and help take their mind off of medical issues.*


__Ask yourself, "How is this goal measurable?"__

The handover needs to happen every single time. You can use a checklist to be signed by both the departing and arriving nurses to make sure you're following protocol every time you end your shift.

### 3. Efficiency

*Following the weekly timetabling meeting I will document my additional tasks so that I can effectively divide up my time to manage all my duties. This will help me to improve my time management and delegate or ask for help whenever the ward becomes too busy.*


__Ask yourself, "Is this goal achievable?"__

Taking ten minutes following a meeting where you're already dividing up tasks is achievable within your resources, and will save plenty of time in knowing exactly where you need to be and when.


> Check out our [list of inspiring SMART goals verbs](https://www.peoplegoal.com/glossary/smart-goals-verbs) to help you kickstart your own objective setting.


### 4. Accuracy

*As soon as I leave a patient I will chart all my notes about our interaction while they're still fresh in my mind. This will help streamline the shift handover and ensure I'm not forgetting to make important notes before I'm taken to my next task.*


__Ask yourself, "Is this goal relevant?"__

Accuracy is extremely relevant to delivering the best patient care and minimising the risk of safety issues.

### 5. Learning and Development

*By the end of the year I want to attend three half-day workshops geared towards my current specialty, another field suggested by my manager and one field I know nothing about.*


__Ask yourself, "Is this goal time-bound?"__

You'll need to assess whether it's realistic to attend three workshops by the end of the year.

---

![smart goals template word](//images.ctfassets.net/6g4s9n00xmsl/3uTH7qi8QwCmNoFWQTw1hV/c5cb59d01be92e06084cfd26c7192726/smart_goals_template_word.png)

Ready to set your own SMART goals in nursing now? Use our [SMART goal setting template for Word and Google Docs](https://www.peoplegoal.com/blog/smart-goals-template-word) to build on these examples and to construct your own meaningful, relevant objectives to move your career forward.

SMART goals in nursing examples to construct your own meaningful, relevant objectives that drive your career forward.

SMART Goals in Nursing: 5 Examples

SMART Goals Examples in Nursing

## What is ‘work hard, play hard’?

'Work Hard, Play Hard' is a well-known and often well followed dictum proposing a lifestyle or culture which embraces long hours of work alongside or followed by a social and leisure activities. Which combined, leaves individuals with very little time for personal reflection or rest.

The ‘work hard, play hard’ mantra dates back to the work of William Newnham in 1827, albeit in a slightly more exhaustive and protracted manner:

*“Whatever is done, it should be habitually done with earnestness; in every pursuit, exertion should be employed; work hard and play hard; always recollecting that quiescence, the stillness of inactivity is destructive to the mental welfare, and approaches very nearly to the winter of the faculties, the torpor of a hibernating animal, the unprotected state of sleep, or the complete cessation of life.”*

Yes, a bit of a mouthful!

The internet is inundated with articles, blogs and reasons to follow the ‘work hard, play hard’ mantra, with Elon Musk being one of the biggest proponents of the idea (who works 80-hour weeks).

<a href="https://www.youtube.com/watch?v=GtaxU6DZvLs" class="embedly-card" data-card-width="1000px" data-card-controls="0">Embedded content: https://www.youtube.com/watch?v=GtaxU6DZvLs</a>

Although dating back to the early 17th century, it is only very recently that research has provided evidence for the existence of the idea. Many previous incarnations of the ‘work hard, play hard’ mantra appear to be centred around the cliché and not based on empirical research. However, [work](https://benthamopen.com/ABSTRACT/TOPSYJ-9-7) by Lonnie Aarssen in 2015 provides empirical support for the ‘work hard, play hard’ lifestyle, wherein there is a correlation between a desire to work hard and an attraction to leisure. 

## The potential dangers of ‘work hard, play hard’:

Unfortunately, the paper doesn’t expose some of the dangers of the ‘work hard, play hard’ lifestyle also known as ‘performative workaholism. So, what are some of the dangers to the lifestyle, and if so, is it as desirable as first thought? Here are the most cited negative effects of performative workaholism:

![work hard, play hard (1)](//images.ctfassets.net/6g4s9n00xmsl/6GU68W4vRTA7nd3JBUZd3v/afbde2c9152a3fdd87a36174d36e4b43/work_hard__play_hard__1_.png)

__•	Burnout__ – Burnout is a state of mental, emotional and physical exhaustion caused by excessive or prolonged stress. Burnout works bi-directionally with work. The ‘work hard, play hard’ lifestyle can cause burnout, but burnout also has a negative effect on your work (which may in turn lead to the mindset that you need to continuously work to get back up to speed).

__•	Risky levels of drinking__ – [Research](https://www.bmj.com/content/350/bmj.g7772) published in the British Medical Journal found that people who work more than 48 hours a week were more likely to drink at dangerous levels compared to those who work fewer hours. Interestingly, this result is consistent across the socioeconomic spectrum, meaning that dangerous levels of drinking remain across job type (bus driver vs corporate banker).

__•	Sleep Deprivation__ – A fairly obvious consequence of the lifestyle. Individuals leave themselves with very little time for rest. The magnitude of sleep deprivation builds up over time and has [consequential effects](https://www.medicalnewstoday.com/articles/307334.php) on a range of systems in the body. It can prevent the strengthening of the immune system, increase the likelihood of respiratory problems, body weight, blood pressure and hormone production.

The lifestyle can, and has worked for a number of people, but there are clear dangers associated with it. If not well structured, a ‘work hard, play hard’ lifestyle has the potential to lead to a range of self-destructive. With this in mind, is it time for a rethink on the mantra? Why don’t we consider *‘Work Smarter, Play Better’*?

## Work Smarter

This means not compromising on levels of productivity and efficiency of processes but working at levels which reduce the likelihood of burnout. This has potential. Unofficial overtime is, and has been, on the rise for a number of years in many countries. In the US it is estimated that around 550 million workdays are lost each year due to work-related stress and burnout. However, with a well-thought out, structured and employee focused approach to a culture of ‘working smarter’ there is potential to reduce this. Take Scandinavia for example, where employees work [312 hours less](https://stats.oecd.org/Index.aspx?DataSetCode=ANHRS) per year, than their American counterparts, but there is a culture of trust between employees and employers that productivity levels and quality of work will remain high.

Now, we are not suggesting that we can directly mirror the Scandinavian approach unilaterally. But it does provide valuable insight into how companies and employees alike can - ‘work smarter’.

## What next for ‘Work Smarter’?

Managers and senior leaders may wish to try and build a culture which does not instil the ideals of ‘work hard, play hard’. Instead, employees should be encouraged to leave on time, or at least not stupidly late! And continuous overtime shouldn’t be considered part and parcel of a working life. Creating an employee friendly culture where employees can have an open dialogue with colleagues and managers about their work stresses and how they can reduce and overcome said stressors can only be a good thing for an organisation. Without compromising on productivity and quality, while employees [avoid burnout](https://www.gallup.com/workplace/237059/employee-burnout-part-main-causes.aspx) and are likely to become more engaged. 

## What about ‘Play Better’?

The ‘work hard, play hard’ mantra is commonly associated with a lifestyle of alcohol misuse, appearing constantly in literature looking at university students, all the way through to professionals. There is a plethora of articles, blogs and research denoting how to live better, and you as the reader should be freely available to choose what you do to ‘play better’, perhaps looking beyond the past times associated with ‘play harder’.


It's time to re-consider the application of the 'Work Hard, Play Hard' mantra in the workplace, and instead think of potentially replacing it. Is 'Work Smarter, Play Better' a viable alternative?

The 'Work Hard, Play Hard' culture in the workplace does have it's drawbacks. Is it time for re-think?

Work Hard, Play Hard

We are due a re-think on the 'Work Hard, Play Hard' mantra.

'Work Hard, Play Hard'. What about 'Work Smarter, Play Better'?

Do you want to be the boss or do you want to be a leader? We’d wager that most people would choose the later, but the question itself is kind of loaded. What is the difference between a boss and a leader? Take a look at most blogs about the topic and the issue is laid out as very black and white but such a simplification is a quite disingenuous though.

__In fact most of the sources I found on the topic had one of the three takes on the topic:__

- You might use the words boss and leader interchangeably, but here’s 10 reasons why you’re wrong.
- Here’s a picture of someone who is giving orders and another picture of someone at the front of a tug-of-war contest.
- Bosses are selfish, pencil pushing, results driven micromanagers and leader are amazing, supportive, transformative father figures.

While such a spin makes this a partisan topic and makes it almost certain we’d all choose to be a leader and not a boss, these kind of views are really ignoring the true definition of the words. We can think of plenty of leaders from history that weren’t exactly of high moral character and (hopefully) we can think of at least one boss that we’ve had who we see in a positive light.

Simply put being a boss is a designation - an official position or office that appointed to someone.

A leader is someone, who may or may not hold an official position of power, that can motivate and influence people towards a common goal.

Put another way;
>  Being a boss is a title, being a [leader is an attitude.](https://www.steverrobbins.com/articles/the-leadership-attitude/)

Without arguing semantics further, the way we use the words differs in definition and also in how we use them in everyday speech. You probably wouldn’t say “I’m going out for drinks with my leader” because there’s a better word for that!

Bosses can surely be leaders and leaders often are, or soon become, people of assigned power. But the arguments above don’t describe the difference between a boss and a leader as much they describe someone who influences us that we like versus someone that influences us in ways we don’t like.

__So what we really want to know when we look for the difference between a boss and a leader is: what are the characteristics that we want ourselves and those in influence over us to demonstrate? Now that’s a question we can really delve into:__

### 1. Honesty and Transparency
Both of these qualities work on a sliding scale. We don’t have to brutally honest or share every minor detail of business operations to be viewed as transparent. We simply need to show that we’re willing to share information when it is relevant or requested, or at very least give a good reason why we can not.
  
### 2. Emotional intelligence or at least emotional awareness
By nature, we are emotional creatures and even if we somehow have a work environment devoid of human emotion, individually we will all face circumstances in our person life that will impact how we feel and interact with others. Being able to pick up on these cues and handle them appropriately is key understanding and treating others as individuals and helps build rapport and positive associations with others.
  
### 3. Ability to deliver and accept feedback
There are two areas for consideration here: 1) The negative stereotype of a superior who only pushes feedback down and 2) The delivery of feedback in a way that is constructive. Simply expressing that we want and are open to feedback can make it easier for others to accept our feedback and even if we consider ourselves experienced in giving constructive feedback, it’s always a good idea to step back and make sure it is [having the intended impact](https://www.themuse.com/advice/5-steps-to-giving-good-feedback).
  
### 4. Trustworthy and consistent character
Often the term “decisive” takes priority over consistency when discussing leaders, and we’d like to change that stereotype. Making quick decisions based on experience and available is often part of being a boss or leader, but sticking to your guns once a decision is made is not a magical key to success. In reality, although we don’t want to change direction too often, the logical response to getting information or feedback is to change course. Being consistent in our character and how we communicate changing priorities is some we can maintain, and doing so over time will build trust with others.
  
### 5. Ability to inspire and motivate
This is another area where certain, charismatic people may have a slight advantage. But what truly motivates or inspires people is often personal. So we don’t need a title or a particular personality to accomplish - just an understanding of the people we work with, what they need and value in their position and what strengths or skills they already have that can be built upon.
  
![5 differences between a boss and a leader (1)](//images.ctfassets.net/6g4s9n00xmsl/8GgDdBN8ySpD6oPvZdRWs/44ef822c0a19184f62935cbce254a926/5_differences_between_a_boss_and_a_leader__1_.png)
  
Ultimately, our day-to-day actions are what define how our colleagues view us. Working on these five areas will help us to create and inspire positive change in our workplace - not matter what title we hold. you might want to dive into effective [leadership styles](https://www.peoplegoal.com/blog/effective-leadership-styles-for-managers-in-2019.) and how you can implement them.

What is the difference between a boss and a leader? No matter what your designation is, you can be a leader who makes impactive change in your organization.

What is the difference between a boss and a leader? 

A businessman sitting in an office explaining things

The difference between a boss and a leader

No matter what your designation is, you can be a leader who makes impactive change in your organization.

What is the difference between a boss and a leader?

It has been said that work ethic is not something you can teach and while that may be true it can definitely be infectious. __Managers and leaders have their own work ethic definition__ which they want to pass on to their team and company but it's not always easy.

__How can you deal with individuals who don’t seem to share the same level of work ethic as other employees? Or, if your organization is small but growing, how do you bring new members up to speed on how they should be performing?__

The key is to develop a culture of strong work ethic across the organization. But before we get into 6 ways to create this kind of culture, we need to clarify what work ethic actually is and how to identify it.

[Work ethic](https://en.wikipedia.org/wiki/Work_ethic) isn’t as much a characteristic of a person as it a belief system - specifically that hard work, perseverance and diligence are morally beneficial and inherently strengthen our character. It is a set of moral principles that we apply to our lives and jobs. The manifestation of following these principles is shown through a desire to seek out and find deep satisfaction or enjoyment from doing hard work. This leads to a cycle where the fulfilment obtained from completing high quality work motivates us to consistently do our work in this manner.

Someone without poor work ethic will likely look for the easiest way out or provide the least amount of effort required, while a strong work ethic will move someone to go above and beyond to complete tasks to the fullest.

While there are many factors, both individually and inherent in our work environment that weigh in to how motivated we are at work, there are things we can control via organisational culture that encourage everyone to display strong work ethic:

## 1. Start at the top

Like many aspects of company culture, this type of [mentality should start with leadership and management](https://www.peoplegoal.com/blog/building-a-culture-that-rewards-hard-work). Leading by example is the most direct - and critical - part of influencing culture. In this regard, it might be hard to compare the work of a CEO to an entry level employee, but demonstrating a commitment to the task at hand, the team and the over success of the organization shows the kind of work ethic we would like to be emulated. Practicing what you preach is the first step to encouraging others to follow.

## 2. Set expectations

You can’t upset when you get minimum effort if you define what kind of effort is required. [Expectations that are achievable](https://www.peoplegoal.com/guides/smart-goals), agreed upon and don’t change are the bare minimum we can provide as leaders or managers. Once we’ve set the expectations, we can encourage going above and beyond by incentiviing extra effort. In this regard, don’t do the bare minimum either! While financial rewards might be the first thing that comes to mind, [there are many other ways motivate people that work just as well](https://www.peoplegoal.com/blog/motivational-quotes).

## 3. Praise effort when due

Even though we are talking about intrinsic motivators for hard work, it’s still important to [show appreciation](https://www.peoplegoal.com/blog/70-useful-performance-review-phrases-for-every-function) when we put forth great effort towards goals. Sometimes even our best effort does not result in the outcome we desired, but it’s still worth calling out the individual efforts that are vital in moving closer towards it.
![performance review phrases creativity and innnovation example](//images.ctfassets.net/6g4s9n00xmsl/6E1SWgoBxABOa08k0yInzR/c114e92b8351b934257935368993b6bd/performance_review_phrases_creativity_and_innnovation_example_.png)

Incorporate [gamification](https://www.peoplegoal.com/blog/driving-employee-engagement-using-recognition-badges), if we don’t find motivation to complete the tasks assigned, gamification can be used to provide motivation, cues to what should be done and a sense of control. Even if we do have team members who have a strong work ethic, gamified tasks can give them a sense of completion that might not be present naturally in long or more complex work. Using gamification also requires the definition of discrete tasks, achievements or milestones which makes it a great use case for develop a structure for setting goals - another motivational tool.

## 4. Encourage creativity

Although there are some tasks that requires strict procedures, many times we can be flexible with the [“how” when assigning work](https://www.peoplegoal.com/blog/effective-at-work-8-hours-a-day). Offering this kind of flexibility can enable employees to find their own rhythm and working patterns that work best for them.
![effective work 8 hours a day](//images.ctfassets.net/6g4s9n00xmsl/1bvcfo7SLczWXmX3laaWTO/adf219f42035c6a19569c8755e3e6b42/effective_work_8_hours_a_day.PNG)

## 5. Build roles on strengths

At some point we’ll all have to do work that isn’t our first choice, but when we have roles that are designed around our strengths and interests, it can be easier to push ourselves through mundane tasks. The next time there is an ad-hoc project or opportunity for creative input, why not insource the talent instead of looking outside? Using HR tools that help highlight skills, strengths and interest ad foster communication can make the process easy.

Although you might not be able to teach work ethic individually, creating an environment that encourages, supports and incentivizes hard work is certainly a step in the right direction.

Every leader has their own work ethic definition which they want to share with their employees but it's not easy to teach work ethic.

How to communicate your work ethic definition to your employees

Work ethic is not something that you can teach. We have put together 6 ways to create a culture that encompasses your work ethic definition.

Work Ethic Definition

The majority of us are at work 8 hours a day, the 8 hour workday stems from the industrial revolution, and is argued by many to be an outdated and ineffective approach to work, which comes as no surprise as over a century has passed since Britain was taken over by factories and mass production. Despite alternate models being tried, tested, and proven, the 8 hour day is still the norm for the majority of workers. I personally believe this approach is both antiquated and unproductive, but that’s coming from a Gen Z, tech industry, humanities graduate, so I may hold some bias. Nonetheless, for many it’s undeniable that it requires great skill to be able to fully dedicate your concentration for 8 whole hours. So if you are locked into an 8 hour day system, I’ve got a couple of tips you could try out to improve your performance at work:
![effective work 8 hours a day](//images.ctfassets.net/6g4s9n00xmsl/1bvcfo7SLczWXmX3laaWTO/adf219f42035c6a19569c8755e3e6b42/effective_work_8_hours_a_day.PNG)

## 1. Plan your day

- At the end of the day, [spend a couple of minutes thinking about what tasks you need to complete tomorrow](https://www.peoplegoal.com/blog/work-smarter-not-harder), note them down, and put them into order in relation to priority.
- Most importantly, take the tasks, and schedule them into timeslots for the next day, with the hardest tasks set to be complete at the beginning of the day.
- Set an alarm for every hour so you can recalibrate and calculate if you have been productive in the last hour and what needs to change for the next hour.
- Take time off for lunch, your brain needs to cool down, factor that into your schedule.

## 2. How many breaks to have during the day

- This is subjective and reliant on the individual, but if you like to follow the generic human biology, the body works in spurts of high energy (roughly an hour) followed by spurts of low energy (15-20 minutes). So after every hour of hard graph you put in, reward yourself with a 15 minute break, ideally not looking at a screen.
- If you can, take an hours lunch break, get out and about, get the blood flowing through your muscles by undertaking some physical exercise. It’s a sure way to reinvigorate your mind and body.
- When you are taking any breaks, make sure they are breaks, take yourself into a different environment, away from a screen and connect with something other than work, such as music, or meditation.

## 3. Switching from one task to another whilst maintaining focus

- I would advise against multitasking unless you are a seasoned veteran. As my mother always says you’d rather complete 1 job properly, than 2 jobs half-arsed. Or as a [more reliable source states](https://www.apa.org/research/action/multitask), it’s rarely worth it.
- Champion [Monotasking](https://bigthink.com/laurie-vazquez/why-monotasking-needs-to-be-the-new-multitasking-according-to-science), or more commonly known as “single tasking” which is simply paying attention to, and completing one task at a time. One way to do this as previously mentioned, is to schedule tasks, another way to optimize the effectiveness of transitioning from one task to another is to change locations within the office when you’ve completed a task so you can start fresh with another.

## 4. Tasks to complete at the start of the day

- Your will power and decision making ability is at its peak in the morning and gets depleted throughout the day therefore, when you have decided on the most important task of the day, get it done first thing in the morning.

## 5. How to avoid distractions

- Block online distractions. If you find yourself routinely checking social media or various blogs, consider investing in a distraction-free app. These will block certain websites for a set period of time. Also, if you don’t need to use your phone for work, switch it off and lock it away.
- Work alongside productive people. Focus is contagious so surround yourself with the best of the best, and keep banter to the minimum whilst you are working.
- As stated before, schedule your tasks, and include time off to allow for distractions in order to avoid depleting energy.
- Adopt [Deep Work](https://medium.com/@nina.semczuk/5-practices-from-deep-work-by-cal-newport-thatll-change-your-life-303847ec5f3c) This is a proven method of working that vastly increased your productivity. A fair bit of training is required, but once you commit, you could revolutionize your work patterns.

## 6. How to close your workday

- Evaluate your task list, make sure you have accomplished as much as you possibly could have done during the time you have been given. Any outstanding tasks, you can include in your schedule for the next day.
- Review schedule for the next day so that you go in with all the knowledge needed. Set time aside for any tasks not completed today.
- Reflect on the work you have completed and how you could optimize any work that you have done for future reference. Take pride in the successes of the day.
- Leave on a positive note. Make an effort to say goodbye to others in the office, and if you can compliment someone before you leave.
- Don’t take your work home with you. Now it’s time for you to focus on you.

There you have it, ideas which you can implement on your workday to increase productivity.

Tips and advice on how to be effective at work 8 hours a day. Learn how to own your workday and workweek.

How to be effective at work 8 hours a day 

Learn how to be effective at work 8 hours a day

How to be effective at work 8 hours a day

Working 8 hours a day is still the norm for the majority of workers but how we can become more productive in our workday.

Job titles in business define a company's hierarchy. In this article you will find 101 common job titles and a high level description to better understand a company's structure.

101 Job titles in business and their descriptions

101 job titles in business and their description

Job titles in business

We have put together 101 definitions of job titles in business

__Management by wandering around or walking around refers to a style of business management which involves the manager well - ‘wandering around’ - in an unstructured manner__. Now this doesn’t mean, walking around merely observing almost like some sort of overlord. Instead management by wandering around means that a manager walks around in an unstructured manner, at random times, to check-in and become active with employees, the workplace and current work. This style of management stresses the importance of wandering as an unplanned management tactic as opposed to a more systematic and scheduled approach from a manager.

The technique emerged in the 1970’s from the information technology company Hewlett-Packard, and was then the term was conceptualised by management consultants Tom Peters and Robert Waterman, in their book ‘In Search of Excellence’. Some notable business gurus who have utilised management by wandering around include:

•	__Andy Pearson (President of PepsiCo)__ – who reportedly would have regular discussions with a random junior manager to discuss processes and issues from their perspective.

•	__Steve Jobs (Co-founder and CEO of Apple)__ – who would often get his hands dirty, often responding to customer emails and phone calls to deal with their problems personally.

•	__Howard Schultz (Founder and CEO of Starbucks)__ – who reportedly would visit 25 stores each week to discover what was going on at the heart of their operations. He would try and reinforce the values of the company whilst at each of the stores.

### What are the benefits of management by walking around?

The expected outcome of management by wandering around is that by this irregular, random and unscheduled technique, there is an increased likelihood that this will facilitate improvements a range of improvements. These include:

__•	Increases in morale and motivation!__

__•	Productivity boosts!__

__•	Increased levels of employee engagement!__

__•	Improvements in [total quality management](https://www.peoplegoal.com/blog/quality-management-techniques-to-drive-team-performance)!__

__•	Creating superior communication channels!__

__•	Improving the relationships between employees and management!__

__•	Improving organizational efficiency through instant feedback and problem resolution.__

### Are there any pitfalls to management by wandering around?

Like any other management theory, there are dangers to management by wandering around. Namely that it is:

__•	A time-consuming strategy.__ management by wandering around can take a lot of time out of the manager day. The act of walking around combined with actively engaging with the workforce takes time! This can seem like particularly wasted time if the manager gains very little from a conversation – which isn’t unlikely.

__•	Listening to everyone.__ One of the main focuses of the technique is to listen to a wide range of employees. With this focus on employees’ opinions, it is easy for management to overlook the opinion of other important groups, namely, customers and stakeholders.

### 6 tips to make management by wandering around work

We’ve done the research for you and found six top tips to help you implement or improve your management by wandering around strategy. Here they are: 

![management by wandering around](//images.ctfassets.net/6g4s9n00xmsl/1jr7aXXFfB1NdFfXHhKCdy/cb974207ab879475d5b34dbcf8079de5/management_by_wandering_around.png)

__1.	Find the Balance__

The management by wandering around method requires systematic use and needs to be integrated into a manager’s routine. Management by wandering around doesn’t work if you decide you will do it when you feel you have time. Create an informal routine for management by wandering around. What does that mean? Well, the most effective method for management by wandering around is for you the manager, to get into an unscheduled routine of dropping in on the employee workspace. Don’t walk around every Tuesday and Thursday at 11:30am as this builds a systematic schedule for your walks, from which your employees can expect when you’ll be in their workspace. Instead say, I’m going to go down three times a week at a random time and if it happens to be Monday morning spice it up with [some motivating quotes](https://www.peoplegoal.com/blog/work-quotes-for-monday-morning). 

A good idea is to conduct management by wandering around every other day, and mix up your routine! Choose two or three times a week and at different times of the day. Visit different areas of the workspace (conditional on the size of your workspace of course!).

__2.	Be an individual__

management by wandering around works best with one-on-one conversations. Don’t walk around with a crew of managers and assistants which may hinder the effectiveness of management by wandering around. Walking around with an entourage can often appear daunting for an employee who sees the group walking towards them. 

__3.	Enquire and Recognize__

Talk to employees about the issues they currently have and ask for suggestions as to where processes, products, services or sales can be improved. An employee may have a great idea which leads to a really positive outcome. Make sure that everyone knows that ‘any suggestion is a good suggestion’, and give make sure to give [recognition](https://www.peoplegoal.com/blog/driving-employee-engagement-using-recognition-badges) where it is due.

__4.	Inclusion__

Do not try and talk to everyone in one session! That would take you the whole day at the very least! Instead, talk to different people every time you engage in your management by wandering around routine until you have gone around the entire workplace. Spend enough time with each employee to make sure they feel included and valued.

Make sure you don’t keep going to the same employee because you like them more! Some employees will be more conversational, open and easier to talk to than others, but you can’t pick your favourites! Ensure that everyone’s voice is heard and recognize when a good point is proposed or when an issue is pointed out by an employee.

__5.	Don’t criticize__

If you are walking around and find that an employee isn’t performing up to the required standard. Don’t jump in immediately and try and fix their behaviour. This displays a lack of professionalism, outing somewhat in front of their colleagues. Instead take a note of it, then at a later stage bring them in for a meeting and offer them constructive criticism. Or something more severe if the observed behaviour warrants it.

__6.	Positive Recognition__

Instead of finding criticisms on the spot, try and find instances where you can give praise and positive recognition to an employee or employees. Provide positive or [constructive feedback](https://www.peoplegoal.com/blog/6-principles-of-constructive-feedback) where needed. Recognition strengthens a range of workplace ingredients including motivation, engagement and morale.


So there you have it, a condensed guide to management by wandering around. If you are interested in this blog, you may like ‘[7 Characteristics of a Good Manager](https://www.peoplegoal.com/blog/7-characteristics-of-a-good-manager)’. Alternatively, you can check out our other blogs [here](https://www.peoplegoal.com/blog).


Learn how management by wandering around can help you improve your management style. A technique was used by Steve Jobs and Howard Schultz.

Management by Wandering Around: A Business Management Technique

How can you improve the unscheduled, unstructured management routine which has been used by global business leaders? Read more about 'Management by Wandering Around' below...

Management by Walking Around: 6 Tips to Make it Work

Improve your management style with management by wandering around!

There are many different types of effective leadership styles that get results. [No matter what type of a manager you are](https://www.peoplegoal.com/blog/effective-leadership-styles-for-managers-in-2019), you're responsible for motivating your team and improving your team's performance. You'll also need to refine your own leadership skills which should be SMART goals for managers themselves.

[Goal setting is all about defining a strategic plan and pulling together to achieve it](https://www.peoplegoal.com/employee-performance-management/goals-overview). This means that you'll be setting goals for your team, for individuals within your team and for yourself as a manager. Putting in the effort to clearly construct these goals before you launch into work will make sure your full team is strategically aligned and working efficiently on what really matters. 

## What are SMART goals?

The SMART attributes help you to create and develop clear, inspiring goals. SMART stands for:

__Specific:__ a concise target that focuses on just one area of achievement. Specific goals are written simply. They should be immediately understood by anyone reading the goal without any specialised knowledge of your field.

__Measurable:__ a clear metric for tracking progress and identifying when you'll have achieved your goal. Measurable attributes define exactly how much you need to attain or improve by.

__Achievable:__ the goal is realistic given your resources, time and tools. Stretch goals are fantastic and you should set challenges, but creating completely impossible targets will set you up for failure.

__Relevant:__ this goal is worthwhile and important to yourself, your team and your organization.

__Time-Bound:__ a clear target for achieving the goal. Time-boxing your goal is crucial for proper planning.

![smart goals for managers defined](//images.ctfassets.net/6g4s9n00xmsl/6kBXN2Oho4uJTrTkOdKCVs/d01b9ed2b74a2d3b6ce4ecdac00f49cc/smart_goals_for_managers_defined.png)

---

> Learn more about how SMART goals were developed and why they're an amazing driver of performance with our [Essential Guide to SMART Goals](https://www.peoplegoal.com/guides/smart-goals).

---


## What are the areas of focus of SMART goals for managers?

Studies have shown that [people who design goals that are both specific and challenging achieve higher performance 90% of the time](https://psycnet.apa.org/record/1981-27276-001). Some of the common goals that managers need to focus on are:

__Team targets.__ Everyone's job contributes to the overall company success. Defining these as clear targets aligned to broader team, department and company objectives ensures relevance and a clear link to business growth.

__Communication skills__ both for yourself and within the team. Developing clear communication that works for your team's style will take 90% of the stress out of your day. It might involve a weekly planning meeting to distribute the workload, or it might mean absolutely no meetings at all and rather a daily write-up from each individual of what's been done and what's outstanding.

__Autonomy and self-leadership.__ Develop autonomous team members who can trust their own judgement and run with an idea without being micromanaged.

__Training and support.__ Upskilling within your job is deeply motivating and keeps you engaged with your organization. Define where your direct reports want to go and how you can support them with your own knowledge and experience.

__Recognition.__ Small rewards and [genuinely constructive feedback](https://www.peoplegoal.com/blog/6-principles-of-constructive-feedback) both [increases team engagement and keeps your team on track for success](https://www.peoplegoal.com/blog/driving-employee-engagement-using-recognition-badges).

---

## Examples of SMART goals for managers

[Download our SMART goals template to quickly and effectively set up your individual and team objectives.](https://www.peoplegoal.com/blog/smart-goals-template-word)

You'll start by writing down your initial goal, then expand on it using the SMART attributes. Below are two examples of great SMART goals for managers.

### Initial goal: "I want to improve team communication"

Specific: Introduce individual daily write-ups shared on Slack.

Measurable: Reduce the amount of time spent on clarification questions in the weekly team meeting by 50%.

Achievable: 5 focused minutes per individual per day is achievable within everyone's job scope.

Relevant: Improving team efficiency and communication increases motivation within the team and the business as a whole.

Time-bound: 50% reduction in meeting time wasted by the end of the quarter.

### SMART goal: Introduce individual daily write-ups to be shared on Slack to reduce by 50% the amount of time spent on questions in the weekly team meeting, by the end of this quarter.

---

### Initial goal: "I want to inspire and motivate my team"

Specific: Introduce a recognition programme to motivate the team to achieve their goals and improve team morale.

Measurable: 25% improvement in team sentiment between Q2 and Q4's pulse surveys.

Achievable: Encourage a culture of feedback and collaboration using a quick and easy recognition system.

Relevant: Motivated team members will be more productive and more willing to share constructive feedback going forward.

Time-bound: Improvement within the 6 months between the start of Q2 and the end of Q4.

### SMART goal: Introduce a recognition programme to motivate the team and improve morale by 25% by the end of Q4, as measured in the quarterly pulse surveys.

![smart goals template word](//images.ctfassets.net/6g4s9n00xmsl/3uTH7qi8QwCmNoFWQTw1hV/c5cb59d01be92e06084cfd26c7192726/smart_goals_template_word.png)

Approaching your leadership skills as SMART goals ensures that you are clear about your intentions and direct in how you want to achieve them. It sets a great precedent for your employees' own goals and will help you further to [set clear goals for your team](https://www.peoplegoal.com/blog/how-to-set-clear-goals-for-your-team).

Setting SMART goals for managers and for your team is an easy exercise to promote strategic alignment and motivation.

SMART Goals for Managers

SMART Goals for Managers and Leaders

SMART goals set you up for success by defining objectives that are specific, measurable, achievable, relevant and actionable. As an employee, manager or leader [it's vital to have targets to strive towards](https://www.peoplegoal.com/employee-performance-management/goals-overview), but sometimes it's difficult to visualize those without clear 5 SMART goals examples for work.

Our [Essential Guide to SMART Goals](https://www.peoplegoal.com/guides/smart-goals) explains the key reasons why it's important to set SMART goals: goals provoke thoughtful behaviour; they help to guide your focus and sustain your momentum; goals align your actions to the bigger company strategy; and setting goals is essential for autonomous self-leadership. 

## 5 SMART Goals Examples
We've got five examples of vague ideas transformed into clear, achievable targets to get you motivated for success.

---

### Goal idea: Improve employee engagement

__Make this more specific:__

Employee engagement is a broad term, so you should pull out the one question in your [employee engagement survey](https://www.peoplegoal.com/blog/the-employment-engagement-survey-a-guide) that accurately reflects this sentiment. This could be the overall engagement score or the average answer to, "From 1-5, how engaged do you feel at work?"

__Is this measurable?__

Once you've defined exactly what you're targeting, establish the baseline and the desired target. In this case it would be the number of employees responding with 4 or 5 to the question, "How engaged do you feel at work?". You want to take this from 65% of the organization to 80%.

__Is this achievable?__

A challenging goal is a great motivator, but if the target needs to be realistic within the scope of your role, your responsibilities and resources. How are you going to increase engagement with the resources you have? For a big change you can introduce an employee wellness programme with support for mental health, remote working opportunities and a benefits scheme. A smaller action is to roll out a social recognition scheme.

__Is this relevant to the business?__

Goals aligned to the strategic objectives of the business are much more likely to be achieved. [Improving employee engagement directly impacts productivity](https://www.peoplegoal.com/blog/30-tips-to-increase-employee-engagement), helps retain your best talent and makes you a better business.

__When can I achieve this?__

Again, be realistic. If your employee engagement survey is run annually, then it's logical to frame this goal within the 12 months of the two surveys you're using to measure your achievement. You can also use regular pulse surveys to track your progress along the way.

![smart goals examples employee engagement peoplegoal](//images.ctfassets.net/6g4s9n00xmsl/5Sz0UNmN3QbleUk8GlRq3o/052d84f20e41e1a54e0d941b1635608f/5_smart_goals_examples_employee_engagement_peoplegoal.png)

---

> TIP: Here's a list of inspiring [SMART goal action verbs](https://www.peoplegoal.com/glossary/smart-goals-verbs) to get you started.

---

### Goal idea: Make the recruitment process more efficient

__Make this more specific:__

What are the key blockers that make the current recruitment process inefficient? Narrow the target down to "Increasing the number of open positions filled".

__Is this measurable?__

Look at the stats for the last recruitment cycle - say you filled 6 out of 10 open positions within three months. That's your baseline, and you want to improve it to 9 out of 10.

__Is this achievable?__

Perhaps your recruitment takes ages because you need to consult with multiple managers and supervisors to get the job specs. However, your HR Exec is underway creating a comprehensive library of available job descriptions. Automating as much of the recruitment process through more efficient teamwork or candidate management software means you can realistically reduce the time needed to fill available positions.

__Is this relevant?__

Making the process more efficient reduces overhead, allows for better planning and ensures you're not left with skills gaps and work that has to be picked up by other employees.

__When can I achieve this?__

Giving yourself a 6-month deadline means you can divide up the work needed to automate the process effectively.

![smart goals examples recruitment](//images.ctfassets.net/6g4s9n00xmsl/31FRUqIpLKBopaaBooGU4Q/9b31e9f763960b5da708b7771ac1841c/5_smart_goals_examples_recruitment_peoplegoal.png)

---

### Goal idea: Get more sign-ups

__Make this more specific:__

Increase inbound leads through the newsletter sign-up by sharing more exciting, long-form content.

__Is this measurable?__

Define a trackable metric, for instance to increase the number of newsletter sign-ups by 20%.

__Is this achievable?__

Divide up the new content between your team members so that they have a manageable workload.

__Is this relevant?__

Definitely! New sign-ups means new sales leads for your team and an overall increased brand awareness.

__When can I achieve this?__

Define a timeframe for the urgency of this task - let's say over the next quarter.

![smart goals examples signups peoplegoal](//images.ctfassets.net/6g4s9n00xmsl/5jTYHXIPWWInTxI3pUdJOL/6e5750046d92fa1acd0e259545306052/5_smart_goals_examples_signups_peoplegoal.png)

---

### Goal idea: Increase website traffic

__Make this more specific:__

Take it down from all traffic categories to increasing organic traffic only.

__How will this be measured?__

Increase your unique site visits by 10% by producing 10 new blog posts per week.

__Is this achievable?__

Make sure this is a realistic target for the wider team. Reduce the number of new blog posts if necessary.

__Is this relevant?__

Organic traffic is a key driver of new sales leads for your business.

__When can I achieve this?__

In the next two months.

![smart goals examples organic traffic peoplegoal](//images.ctfassets.net/6g4s9n00xmsl/4h3al5mS5f8PWvjKEzSpzF/0de5badbf953f950906fb9df67224988/5_smart_goals_examples_organic_traffic_peoplegoal.png)

---

### Goal idea: Improve the campaign landing page

__Make this more specific:__

Increase the number of conversions on the campaign landing page.

__How will this be measured?__

Increase the conversions by 30% through page optimization.

__Is this achievable?__

Run A/B testing to narrow down which page drives more conversions, then implement.

__Is this relevant?__

Increased conversions leads to more sign ups and helps define the optimal content and on-page items to be focusing on.

__When can I achieve this?__

In 30 days. 

![smart goals examples conversions peoplegoal](//images.ctfassets.net/6g4s9n00xmsl/3u7FjEZ7jnVyZbZugVkz6S/fb6e9835374165e5fe2ba620c973bf92/5_smart_goals_examples_conversion_peoplegoal.png)


---

Now that you're ready to set your own SMART goals, [use our SMART goal setting template to take your ambitions from vague ideas to clear, actionable targets](https://www.peoplegoal.com/blog/smart-goals-template-word). Remember to regularly track your own progress! You should create a structure for this by [setting regular employee-supervisor check-in meetings](https://www.peoplegoal.com/blog/manager-one-on-one-meeting) where you talk openly about the achievements, obstacles and support needed to keep up the momentum. You can even throw in a few [motivational quotes](https://www.peoplegoal.com/blog/work-quotes-for-monday-morning) to get you inspired.

5 SMART goals examples that take a vague ambition and use the SMART methodology to transform that into awesome, actionable objectives.

5 SMART Goals Examples to Inspire You

smart goals examples peoplegoal

SMART goals examples that take a vague ambition and use the SMART methodology to transform that into awesome, actionable objectives.


Recently, we have come across a number of online [quizzes](https://www.weegy.com/?ConversationId=84U57CKP) with a question; ***Workplace communication can suffer when individuals…*** and it stroke our curiosity!

Effective workplace communication is essential for [employee experience](https://www.peoplegoal.com/blog/why-employee-experience-matters) and [company culture](https://www.peoplegoal.com/blog/company-culture-and-human-resources) and it can positively influence employee productivity and overall performance of a business.


**The online quizzes persistently provided same options:** 

1. consider cultural differences
2. attempt to engage the audience
3. use text lingo and emoticons

and d. tailor the message channel

Similarly, they also gave a straight forward answer: ["Workplace communication can suffer when individuals use text lingo and emoticons."](https://brainly.com/question/3361185)

In this blogpost we have decided to elaborate on this quiz question explain why lingo and emoticons are not the best way to go, expand on other examples of what you should avoid maintaining effective communication across your organization.

![Workplace communication can suffer when individuals use text lingo and emoticons.](//images.ctfassets.net/6g4s9n00xmsl/1TEZmkz1LuKOJh5LL8QUo2/6183bac6ff1a18f251609e23a4e555dc/_Workplace_communication_can_suffer_when_individuals_use_text_lingo_and_emoticons__.png)

## **Lingo and emoticons**

There is no excuse for lingo. Yes, it is great if you have this thing going with your colleague, you are on the same frequency and simply just get each other. Yet, most of the time, using lingo can lead to misunderstandings and confuse your employees. Especially the new ones. Or the ones from different culture. Your main objective as a leader should always be to maintain inclusive language for every single employee in your company. Similar thing applies on emoticons, they can be confusing. Moreover, emojis can be interpreted as unprofessional and impolite depending on the nature of the business you are working for.

On the other hand, emoticons can be a great source of motivation for your employees. We love a good use of an emoji every here and there. It is unbelievable how motivating a single unicorn reaction on “what did you work on today?” Basecamp post can be. As insignificant as it may sound, it provides you with a great sense of achievement once you finish your work and your manager [rewards](https://www.peoplegoal.com/blog/building-a-culture-that-rewards-hard-work) you with an applause, rocket or even a golden star! Plus, emojis can save a lot of time if used well. There is no need to write a whole sentence if you can just send thumbs up as an agreement with your colleague, manager or direct report.

## **Additional mistakes to avoid maintaining effective communication:**
![Mistakes to avoid maintaining effective communication](//images.ctfassets.net/6g4s9n00xmsl/7llJ4ZIa0NmDRkwUnm7u69/a9bf839fd38a075d6d29a1b71f94d5da/Mistakes_to_avoid_maintaining_effective_communication.png)

### Never assume anything

It is easy to take information for granted once you have been working for a company (or on a project) for a while. You get the impression, that it is natural and obvious, and everybody knows. However, in the society with a growing number of remote, contract and part-time employees making sure everyone is on the same page and updated with the most recent information is a key to run a successful business. Plus, we all know how painful it is when you feel left out, which can have a negative impact on your company culture and [motivation levels](https://www.peoplegoal.com/blog/motivational-quotes) of your employees. Therefore, you should never assume everyone knows as much as you do and share the information with the rest of your team.

### Under share (& Overshare)

Similarly, our previous point, if you want to make your employees feel valued and part of the organization, you need to share the information with them. Furthermore, collaboration and [team work](https://www.peoplegoal.com/blog/17-icebreakers-for-team-building) is vital for developing new ideas and innovation in your company. You will never utilize the potential of your workforce if you do not keep them in the loop of what is going on in the business, and to do so, you need to communicate the information. On the other hand, for communication to be effective you should avoid waffle and keep the message clear and to the point.

### Be afraid to ask questions

We have all been there, you join a new company, miss a meeting or come back from holidays and you are lost. Sometimes it can be difficult to put together courage to ask questions for various reasons. The important thing is that it is stupid not to ask questions, you are never going to manage to achieve your objectives unless you are clear on what is expected of you. If you do not want to confront the whole team, book in a [one-on-one meeting with your manager](https://www.peoplegoal.com/blog/employee-manager-meeting).

### Wait until the last minute

In line with being afraid to ask questions it is easy to postpone confronting your manager or team until the very last minute when you desperately need more information to progress. However, if you wait until the last minute it is not going to help anyone, and you are exposing yourself to more stress than you need to. Plus, what are the chances you are going to meet your deadline if you ask about what you need to do too late?

### Lack focus

Lacking focus is the other side of the coin of ineffective communication. If you do not clearly communicate the purpose and objective in your message it is likely your employees will not understand what they need to do and how to achieve company objective, they will lack focus themselves, have to ask more question and probably become less motivated and more stressed than they need to be.

### Channels

We cannot decide what is worse; too many communication channels or not enough. You should always ensure your employees are clear on the use of communication channels in the company and know where to find or seek all the information they may need. You should include a private messaging platform such as [Slack](https://www.peoplegoal.com/blog/slack-for-team-communication-and-collaboration) , project management platform for planning, task management and project tracking, issue tracking software, calendar, and internal website or platform such as Dropbox with all the branding and other resources your team might need.

It is important to bear in mind the well-known; ***communication is key in any relationship***. In order to maintain effective communication and allow your employees to express themselves and share their opinions it is important they feel they can trust the business they are working for. Safe space and open communication culture should be an objective of every successful leader.

Recently, we have come across a number of online quizzes with a question; Workplace communication can suffer when individuals… and it stroke our curiosity!

Workplace communication can suffer when individuals…

workplace communication can suffer when individuals

You have probably heard the phrase __*“work smarter not harder*"__ before, and maybe even read a few lists of ideas on how to actually do it. But when you find yourself in a rut or overburdened with work it can be difficult to stay focused.

One reason we get overwhelmed at work or in personal endeavours is because we spend too much time performing and not enough time planning. Sometimes we may feel we don’t have enough time to plan, because we have so much to do and this leads to a visious cycle of frustration.

But no matter the task or environment you are working in, there is one simple fix we can all use to work smarter instead of harder: setting goals. But not just any goals - SMART goals. Before we delve into how to set SMART goals, it’s important to understand why they work.

Just a [quick search will show you how important it is to set goals](https://www.peoplegoal.com/guides/smart-goals). They help us focus on what is important and can motivate us to achieve to our full potential. But one of the biggest reasons goals help us work smarter and not harder happens before we even finalize them - they force us to reflect.

## Work smarter not harder by setting SMART goals
Good goals take time to create and that means we have to take a step back and really think about what are we doing and why are we doing it. We can’t expect to magically stumble upon a better way to do our work; we have to put the effort in upfront. But setting goals is our shortcut to finding better solutions because not only do set up our own roadmap to success, but when we return to our work we’re more focused and aligned to our priorities.

That said, not all goals are created equal and to truly tap into working smart, [we need to set SMART goals.](https://www.peoplegoal.com/blog/a-guide-to-smart-goals) SMART is a [framework for setting quality goals](https://www.peoplegoal.com/blog/smart-goals-template-word), and while there are other methodologies out there the principles to SMART still apply:

**S - Specific**

- What is specific about our goal?
- What do you want achieve with this goal?
- What do you need to achieve this goal?
- Are you collaborating with other people to achieve this goal?

**M - Measurable**

- Can we measure it?
- How you can quantify this goal?
- What is the expected outcome?

**A - Achievable**

- Is the goal attainable given our constraints/skills?
- Does your goal make sense with the resources you have available?
- Does it require investment from the company?

**R - Relevant**

- Does the goal matter to me, my work, my project?
- Is it in line with you current duties and team duties?
- Why are you qualified to achieve this goal?

**T - Timely**

- Does the goal make sense now and can it be completed in a reasonable time?

<a href="https://www.youtube.com/watch?v=srG8KQeG1-Y&feature=youtu.be" class="embedly-card" data-card-width="1000px" data-card-controls="0">Embedded content: https://www.youtube.com/watch?v=srG8KQeG1-Y&feature=youtu.be</a>

## How to work smarter not harder: The framework
Thinking about our work - whatever it may be - in this framework helps us
![work smarter not harder the framework](//images.ctfassets.net/6g4s9n00xmsl/3e5Q9qiYOvcORDfJI26vau/5ce0ac1033e8ecb9d16dd56bfb053afb/work_smarter_not_harder_the_framework.PNG?w=600)

### Cut out what’s unnecessary/irrelevant
When we don't have clear direction on what needs to done and why, we are unlikely to perform at our best. Focusing on what's necessary and relevant to attain our targets helps us focus and put our effort where it counts. 
 

### Measure what we’re doing and know where we can improve
If you can't measure it, you can't improve it. Part of working smarter is learning from our mistakes and giving our goals structure is key to being able to see what we've done in the past and do it even better in the future. 


### Prioritize long lists of tasks
There's only 24 hours in the day (and hopefully we spend some of those sleeping). When we know what is most important we can work on what's most important first and not grind our gears spending all our effort on things that won't get us far.



### Know at a glance what we’re doing and why
Take a step back from our work can help us gain perspective, whether it's for a quick walk, a lunch break or a holiday. But when we log back in to tackle our to-dos, having a discrete, actionable, and meaningful goals will make us much more productive than having to switch between lists and emails.

### Communicate with others when we need help or complete something
No man is an island and we all need help at some point. When we know and can communicate concisely exactly what we're doing and why, it can be easier to get other on board and up to speed when we need assistance.


<br>

While we often think that working smarter means creating something entirely new - a process, a machine or tool - the truth is we can work smarter using our existing resources and time. The key is to take time to plan and reflect on what we’re doing and to translate our tasks into actionable, SMART chunks of work. The time we spend doing so more than makes up for itself in productivity down the line.



We all want to make the most of our time by working smarter not harder but most people end up overworked. Learn how to use smart goals to optimize your work output.

How to work smarter not harder using SMART goals

Work smarter not harder using the smart goals framewokr

how to work smarter not harder

We often spend a lot of time completing our tasks rather than planning resulting in working harder not smarter. There is a simple fix to working smarter instead of harder.

We have created a list of __positive feedback examples for colleugues__ as it's crucial in any organization to bolster behavioral change as well as reinforce positive behavior in the workplace. Although constructive and at times negative feedback may be valued more as a creator of change, however positive feedback is a sure way to ingrain positive actions within your workplace. This is due to its ability to make employees feel valued, and connected to the team as they are a contributor in an organizations' activities. Moreover, it provides meaning to a job which increases engagement and productivity. On the most extreme end of affairs, employees that feel valued and find meaning in their work are less likely to leave.

However, not everyone knows how to give [positive feedback](https://www.peoplegoal.com/blog/6-principles-of-constructive-feedback), or to be more succinct; constructive positive feedback. So here is a couple of tips for giving constructive feedback, followed up with some examples you yourself could use in the office.

## A couple of tips on when and how to deliver positive feedback for colleugues:

- Always be specific in your comments, the more detail and actions noted in your feedback, the greater ease your employee will have in implementing change.
- Always provide feedback at the earliest convenience after the event in order for the information to have maximum relatability and effect.
- As a rule of thumb, positive feedback should outweigh constructive or negative feedback by a ratio of at least three positive comments to one. However, this may not always be possible, but try where you can.
- Link the positive feedback to real life business events if possible.
- Make sure the feedback is always noted down somewhere so it can be referred to.
- And finally do not hesitate to give positive feedback with other people around, it’s a great way to build team moral.

![positive feedback for colleagues examples](//images.ctfassets.net/6g4s9n00xmsl/5jUAn3Z6GF3TFwnZoJbhu8/cfe21d07e8320280adca5dd416a536ad/positive_feedback_for_colleagues_examples.PNG)

## 4 Examples of positive feedback for colleagues:

### 1. If an employee goes the extra mile:

*“ Last week I asked you to give me a helping hand on Project X as I was struggling to keep up with the workload. Not only did you help out, but you went out of your way to collect the most difficult information that would have been most time consuming for myself. The work you presented to me was clear and concise and hugely beneficial to what we are doing. Without your help I would have had to delay this project which was the last thing we needed to do as a team. The extra effort you put into this really made a big difference not only for me, but the team also. Thank you!”*

### 2. When a colleague overcomes and obstacle:

*“I just want to say that I know you have had distractions at home which you could have used as an excuse for not taking this meeting. However not only did you step up to the plate after taking a knock, but you encaptivated the audience with a clear, engaging, and well thought out presentation which I admire. I especially liked your use of audio ques. Keep up the. Good work!”*

### 3. When an employee models good behavior:

*“You did an excellent job yesterday by gathering all of your team members and asking them for an input regarding XY. This really helped everyone feel like they were part of the process. I also liked how you asked everyone a question related to their expertise. It was a great way to encourage participation. What you did yesterday with that meeting is a great example of a true teamwork we would like to encourage in our company. Nicely done!”*

### 4. When a colleague meets or exceeds goals:

*“ I’ve received your sales report from the last quarter. And you’ve exceeded your set goals by 25%! This is a massive contribution to the over all department goal and I would hugely appreciate if you could get together a small 1 minute presentation to give to the team at our next catch up. It would be great if everyone could take a leaf out of your book!”*

### 5. When giving an employee a confidence booster

“I’m really impressed with how you handled that last client. I understand how difficult it can be dealing with tough or difficult individuals but you were excellent at it. You were calm, collected and were able to quickly develop viable solutions for them. Keep it going!”

### 6. Illuminate the big picture

Enlighten the employee as to how their work, helps others and at a more abstract level, the company.

“I just wanted to let you know how the work you recently did with XXXX has helped with this month’s objective of XXXX…”

### 7. When helping an employee improve, don’t focus on the past

Feedback aimed at communicating unmet expectations should be forward looking. Focus on the future and be positive.

“There are some aspects of the project you just completed that I think we need to work on. I really liked what you did with XXXX, but I think we can improve on certain area. I think we can look at developing XXXX next time and we must make sure we tighter to deadlines next time.”

### 8. When talking to an employee avoid the ‘but…’

‘I really like how you dealt with the client. It was a tough situation but you handled it well. There is one thing which you might want to change next time you deal with a difficult client...”

### 9. When an employee is showing good development

“I can see real improvement in your work and professional skills as of late. I think you’ve come on leaps and bounds. I am particularly impressed with your ability to provide high attention to detail, without compromising on speed. Keep up the good work!”

So there we have it, 9 positive feedback examples for your colleagues to get your creative juices flowing. At times it’s a situation of testing out which feels right for the right person and moment, but fundamentally you must always give positive feedback when it is due, and make sure it’s always related to aspects of action.


Giving positive feedback to your peers is not easy. Our positive feedback for colleagues examples will help you improve the way you provide feedback.

9 Positive Feedback Examples For Colleagues 

Positive feedback for colleagues examples

Giving feedback to colleagues always help to reinforce positive behavior. We have created a list of positive feedback examples to encourage positive actions within a company.

Using motivational work quotes for Monday's team meeting are not for everyone according to some studies and that is understandable considering the gag rendering corniness of many floating round these days. However, those who do indulge in a bit of Martin Luther King, Mark Twain or Karen lamb in the morning, [they can prove to be a great way to send your week](https://www.peoplegoal.com/blog/101-motivational-quotes-for-employees) in the right direction.

So here is my collection of the least obnoxious, most insightful, and a couple of humorous quotes for you to rip off and replace your “Live, laugh, Love” poster with, as if you are anything like me, you are not fully alive, not laughing and without a doubt, not loving on a Monday morning.

Nonetheless, you’ll be happy to know that Monday motivation really is a thing, studies have shown that employees’ motivation is at its peak at the beginning of the week, and the phenomenon even have a name “the fresh start as effect”. According to the studies, were far more likely to start a new exercise regime, or diet on a Monday as we view the new week as a way to put the past behind us, and to leave any flaws in the weeks previous. So without further ado, I’m going to join the ranks of [the lesser intelligent](http://journal.sjdm.org/15/15923a/jdm15923a.pdf) and provide you with a list of motivational quotes to get you through your Monday in no particular order.
![work quotes for Monday](//images.ctfassets.net/6g4s9n00xmsl/1wML9XXyOZuc0pKXgGlBI5/69bf9b35618307737721d189a3194abe/work_quotes_for_Monday.PNG?w=600)
## 12 Motivational Work Quotes for Monday

> "The best time to plant a tree was 20 years ago. The second best time is now." - Chinese proverb.
<br>

> “Never put off till tomorrow what may be done day after tomorrow just as well.” – Mark Twain
<br>

> “Only put off until tomorrow what you are willing to die having left undone.” Pablo Picasso
<br>

> “A year from now, you may wish you had started today.”- Karen lamb
<br>

> “You cannot escape the responsibility of tomorrow by evading it today” – Abraham Lincoln
<br>

> “You are what you do, not what you say you’ll do.” - Carl Gustav Jung
“Winners focus on winning. Losers focus on winners.”-Unknown
<br>

> “The grass is greener where you water it.”- Unknown
<br>

> “I’ve missed more than 9000 shots in my career. I’ve lost almost 300 games. 26 times I’ve been trusted to take the game winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.” – Michael Jordan
<br>

> “If not us, who? If not now, when? – John F. Kennedy
<br>

> “Excellence is an art won by training and habituation. We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit.”- Aristotle.
<br>

> “Nothing is so fatiguing as the eternal hanging on of an uncompleted task.” ~ William James
<br>

> “Procrastination is opportunity’s assassin.” ~ Victor Kiam
<br>

> “Twenty years from now you will be more disappointed by the things that you didn’t do than by the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover.” – Mark Twain
<br>
![work quotes for Monday 2](//images.ctfassets.net/6g4s9n00xmsl/6ydvnBwdzELqxo92baZFpo/40869e6dd29721f2fd7f5d4e410f5f8d/work_quotes_for_Monday_2.PNG?w=600)

So there you have it, as good old Marky said, throw off the bowlines and sale away from the safe harbour. Whatever mammoth task you’ve got ahead of you today, I back you. You can do this. And the person inside of you fighting the desire to procrastinate believes in you too. Carpe Diem, YOLO, live, laugh, love.


We have created a list of work quotes for Monday to use in your team meeting. Used right it can kick off the week in the right spirit.

Work quotes for Monday morning to get your team going

Motivational work quotes for Monday morning

Work quotes for Monday

Using motivational work quotes for Monday's team meeting are not for everyone according to some studies and that is understandable considering the gag rendering corniness of many floating round these days.

Performance reviews often get a bad name these days, but [when run effectively](https://www.peoplegoal.com/blog/how-to-run-an-effective-performance-review-process-in-2019) the review is the best way to formalize the process of giving constructive feedback and opening up a dialogue between employees and managers. While you might see it as extra admin to write appraisals for yourself and your team, the growth of the company through its employees depends on your thoughtful and relevant performance review comments! This is especially true for improving poor performance. If you take the time to get your performance review comments right you'll see the benefits of increased employee engagement, more motivated team members and a better overall [employee experience](https://www.peoplegoal.com/blog/why-employee-experience-matters).

---

> Not sure where to start? We've got a [complete list of 70 performance review phrases for all functions](https://www.peoplegoal.com/blog/70-useful-performance-review-phrases-for-every-function) that you should use in your next review.

---

It's definitely worth it. Research shows that direct reports actively seek out feedback — even more so in the younger generations. [According to Inc.](https://www.inc.com/ryan-jenkins/the-2019-workplace-7-ways-generation-z-will-shape-it.html), __"Sixty percent of Generation Z want multiple check-ins from their manager during the week; of those, 40 percent want the interaction with their boss to be daily or several times each day."__

Most performance review structures will include a selection of competencies to evaluate. Even if your organization's appraisal form doesn't address these specifically, you should frame your review comments around these fundamentals:

- Communication skills
- Reliability and ability to achieve targets
- Collaboration and teamwork
- Quick thinking and problem-solving skills
- Quality of output

Or, take our examples and highlight several [key performance indicators that you want to track within your own team](https://www.peoplegoal.com/blog/key-performance-indicators) to build your performance review comments from this base.

But what should your appraisal comments look like?

![Performance Review Comments and Examples](//images.ctfassets.net/6g4s9n00xmsl/3DC9t8gs2a3ii8aygwGRpL/fa4cb046d7473a4731394f7cf8503991/Performance_Review_Comments_Examples.png)



---

## **Performance Review Comments Should Be**

__Honest and open__

Especially when it comes to underperformers, honesty in the review is absolutely critical. It doesn't mean you need to be unnecessarily harsh, but a frank and open discussion is far more useful for improving performance than papering over difficult areas.

*Example: "You haven't hit your targets this month. Why is that?"*

__About the employee__

Sounds obvious, doesn't it? However, with managers overseeing much larger teams these days it's easy to fall into the trap of using cut and paste answers for all of your appraisals. Avoid this by encouraging your direct reports to share their own thoughts freely, and listen to them more than you speak. We've got [tips for encouraging open feedback from employees](https://www.peoplegoal.com/blog/encouraging-feedback-from-employees) to help you with that.

*Example: "Since our last 1:1 you said you want to focus on improving your pitches. How do you think that's going?"*

__Encouraging and motivating__

Try out some [motivational quotes to boost engagement](https://www.peoplegoal.com/blog/motivational-quotes) to make sure you're encouraging progress just as much as you talk about mistakes.

*Example: "You've really taken on the feedback from our last review and you're excelling at bringing the team together."*

__Actionable__

Performance review comments need to direct employees to make actionable change in their work and behavior.

*Example: "You often get distracted by extra tasks as the day goes on. I'd like you to start priotizing your workload for the week and focusing on the most important tasks first."*

__Incorporating constructive feedback from peers__

Feedback from colleagues is just as important as the review comments from managers. Teach your team the [principles of constructive feedback](https://www.peoplegoal.com/blog/6-principles-of-constructive-feedback) to get the most out of the 360 process.

*Example: "There's a theme in your 360 feedback that you can be inconsistent in communicating priorities to the wider team. Let's put steps in to address that."*

---

## **Performance Review Comments Should Not Be**

__Vague and impersonal__

There's nothing more demotivating than going in to your review and getting a vague, impersonal assessment. It sends the message that your manager doesn't care about your work or your progress. You're especially unlikely to motivate poor performers unless you take the time to hone in on the specifics of what they can be doing better.

__Biased__

We're only human, but [be aware of biases in your ratings and in your comments](https://www.peoplegoal.com/blog/the-psychology-of-performance-reviews). The company is relying on your fair assessment of yourself and your team.

__Evasive__

If the point of the review is to improve performance then you can't avoid the difficult topics for both poor and high performers. You need to focus on what's specific to the individual's needs. Don't be afraid to ask yourself and your direct reports what training and development needs they think they have, then build on those with your own suggestions.

__Removing responsibility__

This is linked to performance review comments needing to be actionable. Don't just write down notes and file it away, never to be looked at again. Encourage autonomy and let your direct reports develop their self-sufficiency by taking responsibility for their own growth, with your support. In the same Inc. article shared above, they found that forty-three percent of Generation Z learners prefer a fully self-directed and independent approach to learning — that's where they thrive.

---

<a href="https://www.youtube.com/watch?v=IkYUDQCYGHA" class="embedly-card" data-card-width="100%" data-card-controls="0">Embedded content: https://www.youtube.com/watch?v=IkYUDQCYGHA</a>

Take a deeper look into performance appraisals with our [Essential Guide to Performance Reviews](https://www.peoplegoal.com/guides/performance-reviews). You'll learn about the history of performance reviews, how companies like Netflix and GE approach reviews in 2019, and how to create a truly effective performance review cycle — all with review tips for employees and managers.

Performance review comments are a great way to boost engagement. See what review comments should and shouldn't be, with examples to help you construct your own.

Performance Review Comments and Examples

Performance Review Comments and Examples PeopleGoal

Download our SMART goals template for Word and Google Docs to get you on track to construct meaningful goals within a defined framework. Each letter stands for an attribute that will help you refine your goal. These attributes are specific, measurable, achievable, relevant and time-bound. SMART goals don't just need to be work related; you can apply the same principles to set goals for anything you want to achieve in your life.

[Download the SMART goals template for Google Docs here](https://docs.google.com/document/d/1jwhYKmJCv1HgEtMojQheMq4-eGqx5gLHpBTgsyzlGlE/edit?usp=sharing "PeopleGoal SMART Goals Template Word and Pages")

[Download the SMART goals template for Word here](https://assets.ctfassets.net/6g4s9n00xmsl/26m53yNOxavQkMMClaqKoE/9a9e29a2a299aee88947ab90dd09d92f/SMART_Goals_Template_-_PeopleGoal.docx "Download the SMART goals template for Word here")

## What are SMART goals?

Let's break it down by each of the five SMART goal attributes.

![PeopleGoal SMART Goals Template Word and Google docs](//images.ctfassets.net/6g4s9n00xmsl/23ICu4RxuAKTmZKofp3KPh/0b1778bed83978dd603dcb28add6d3c4/SMART_Goals_Template_Word.png)

### Specific
What exactly do you want to achieve? Keep it concise - the clearer and more well-defined your goal is, the more powerful it will be. Aim for an action statement to inspire yourself. The other attributes will expand on the in-depth details you need.

__Ask yourself: Is this goal too vague?__

### Measurable
This can be the most important attribute. Your goal needs to be quantifiable so that you can measure it and know if you've completed the goal or not. Don't just say you need to improve - define it by how much.

__Ask yourself: How will I know when I've reached my goal?__

> __Tip:__ Break down your measurable attributes into smaller milestones. When tracking your goal progress you can check off the milestones along the way.

### Achievable
Your goal should be challenging but still attainable. Don't set your sights too low, but be realistic about what you can actually achieve with the resources you have. Aim to stretch yourself so long as you think through clearly the obstacles you'll encounter along the way.

__Ask yourself: What support will I need to achieve my goal?__

### Relevant
Your goal needs to relate to your job role, the broader organizational needs, your other goals and your life priorities. For work goals, think about how your goal relates to and supports the team and department performance. Is this goal truly relevant to your job role or is it out of scope? Is it relevant to the progress you want to make in your life or is it unrealistic for where you currently are?

__Ask yourself: Is this goal worthwhile?__

### Time-bound
You absolutely need to set a deadline. Time-boxing means you have a clear window in which to work on your goal. Without a deadline your goal can drag on forever with plenty of excuses for not getting started yet. Once you hit the deadline, take time to reflect on the milestones you've achieved along the way and dig into where you might have gone off track and why.

__Ask yourself: Can I achieve this goal in the timeframe I've set?__

---
## SMART Goals Template in Google Docs

This SMART goals template in Google Docs will help you to refine your goal planning using the SMART methodology. You'll add action steps to achieve your goal and use the same template to track your goal progress as you develop. You can reuse this template for as many goals as you'd like.

<a href="https://docs.google.com/document/d/1jwhYKmJCv1HgEtMojQheMq4-eGqx5gLHpBTgsyzlGlE/edit?usp=sharing" class="embedly-card" data-card-width="100%" data-card-controls="1">Embedded content: https://docs.google.com/document/d/1jwhYKmJCv1HgEtMojQheMq4-eGqx5gLHpBTgsyzlGlE/edit?usp=sharing</a>

---

## SMART Goals Template in Word

We have also added the SMART goals template to Word in case you want to use it as an offline resource.

[Download the SMART goals template for Word here](https://assets.ctfassets.net/6g4s9n00xmsl/26m53yNOxavQkMMClaqKoE/9a9e29a2a299aee88947ab90dd09d92f/SMART_Goals_Template_-_PeopleGoal.docx "Download the SMART goals template for Word here").

[![smart goals template word](//images.ctfassets.net/6g4s9n00xmsl/3uTH7qi8QwCmNoFWQTw1hV/c5cb59d01be92e06084cfd26c7192726/smart_goals_template_word.png?w=700)](https://assets.ctfassets.net/6g4s9n00xmsl/26m53yNOxavQkMMClaqKoE/9a9e29a2a299aee88947ab90dd09d92f/SMART_Goals_Template_-_PeopleGoal.docx)

---

## Write your goals using the SMART goals template

The process of constructing SMART goals is simple but powerful. Start by writing out the goal you have in mind, then refine it using the SMART attributes. You'll come out with a clear, concise goal that you can start working towards.

> __Tip:__ If you're setting goals for direct reports or team members, start with our [guide to setting clear goals for your team](https://www.peoplegoal.com/blog/how-to-set-clear-goals-for-your-team).

Stick to working on just three goals in one cycle. If you have any more they're likely not as impactful as you think and they'll divide your focus. Make sure to prioritize! You can break your SMART goal metrics down into measurable milestones that act as sub-goals to keep you on track.

---

## Track your progress using the SMART goals template

Once your SMART goal is defined, plan out three key action steps you'll need to take to make the objective happen. Start now! Getting started is the hardest step and you want to keep the momentum going.

As you progress with your goal you'll probably encounter obstacles along the way. Write these down and identify the support you think you'll need to overcome them. This way they don't become such a blocker and you can become aware of obstacles to future goals as well.

When you hit your target date, mark off whether you achieved your goal or not. Reflect on your goal achievement and celebrate the wins! Note down where you went off track and use it to learn when setting new goals going forward.

---


Want to know more? Take a deep dive with our [Essential Guide to SMART goals](https://www.peoplegoal.com/guides/smart-goals). It's full of helpful knowledge including 5 reasons to set SMART goals, what the goals cycle should look like and what SMART goals mean for employees and managers.

This SMART goals template for Word and Google Docs will help you create, track and accomplish goals that are specific, measurable, achievable, relevant and timely.

SMART Goals Template for Word and Google Docs

SMART Goals Template Word

The [employee code of conduct](https://www.peoplegoal.com/glossary/employee-code-of-conduct) defines acceptable behavior and social norms that individuals in an organization should adopt on a day-to-day basis. It should reflect a company’s vision, core values and the overall culture of a company. 

[Download the Employee Code of Conduct sample here](https://docs.google.com/document/d/17pDpewYhJNQg8AAlyasi8XA-Tasb9IIIpZUlBEDm22Q/edit?usp=sharing "Download Employee Code of Conduct Sample here").

## Employee code of conduct definition

It is a legal document that outlines a set of correct behaviors individuals need to follow towards others and the organization as a whole. The code of conduct is set of standard social norms, regulations and responsibilities of each individual in the company.It is important it is clear, comprehensive covering all the important areas for your organization. The code of conduct is a legal agreement between the company and the employee upon its signage. 

Commonly, the business code has to be accepted by new joiners upon recruitment because it helps companies to lay the foundation [for the core company values](https://www.peoplegoal.com/blog/what-is-company-culture) and to maintain its standards. The code of conduct is an essential part of company’s [employee handbook](https://www.peoplegoal.com/blog/employee-handbook-sample). 

![An Employee Code of Conduct definition](//images.ctfassets.net/6g4s9n00xmsl/6YSp4jts7yIvs8vXwGsWGW/0f74aee007ae32498864bbcfd9d0bbb5/An_Employee_Code_of_Conduct_definition.png)

## Importance of code of conduct

The main purpose of a code of conduct is to set and maintain a standard for acceptable behaviour to all stakeholders in a company. It is a reminder to the employees of what is expected from them. It further highlights that their actions should be always aligned with the ethos of the business. In addition, it should provide understanding of consequences and disciplinary actions if the conduct is broken.

It is often believed to be the same as code of ethics. However, that is not the case. A code of conduct provides guidelines about acceptable behaviour, while a code of ethics is a set of principles about a company’s judgement.

## Code of Conduct Best Practices

When developing a company code of conduct you should bear in mind these best practices;

- Avoid technical jargon and write the document for the reader.
- Take time to think about all the details that should be covered in the code of conduct.
- Make it comprehensive and answer all the questions that might arise.
- Make it easily accessible by all the employees and other stakeholders.
- Design the document in line with the company branding and make it easy to follow.


![Employee code of conduct best practices](//images.ctfassets.net/6g4s9n00xmsl/1aF5dW1vtzKegNoBonMBLB/4983b9f6f3483dc1dc8f6ddf25788f15/Employee_code_of_conduct_best_practices.png)

## Sections to include 

As previously mentioned, code of conduct for employees is likely to differ across industries, although there are standarts of conduct that are usually covered below;

- Company core values and vision
- Bans on illegal activities: activities including smoking, drinking, foul language
- Internet usage: Cyber security; corporate email; social media
- Discrimination and harrassment
- Confidentiality procedures
- Dress code
- Community involvement
- Gift and entertainment policies
- Meal and rest break policies
- [Relationships in the workplace](https://www.peoplegoal.com/blog/relationships-in-the-workplace)
- Violation of the code of conduct
- Compliance program
<br>

We have created a [sample employee code of conduct](https://www.peoplegoal.com/resources/policies/code-of-conduct) document which you can download and tailor to your requirements. You can access it here:
<br>
<a href="https://docs.google.com/document/d/17pDpewYhJNQg8AAlyasi8XA-Tasb9IIIpZUlBEDm22Q/edit?usp=sharing" class="embedly-card" data-card-width="100%" data-card-controls="1">Embedded content: https://docs.google.com/document/d/17pDpewYhJNQg8AAlyasi8XA-Tasb9IIIpZUlBEDm22Q/edit?usp=sharing</a>

## Some great examples 

Most companies have their code of conduct easily accessible to employees as well as the general public. Some of the best examples include:

### [Coca-Cola](https://www.coca-colacompany.com/content/dam/journey/us/en/private/fileassets/pdf/2018/Coca-Cola-COC-External.pdf)

Coca-Cola’s code of conduct stands out by its visual attractiveness, conciseness and outstanding examples of situations. The document covers rules on how to use company assets, how to handle business information, conflict of interest and relationships with external partners. It also provides the reader with additional resources and a clear outline of the company core values that helps to maintain the strong integrity of the business.

### [Google](https://abc.xyz/investor/other/google-code-of-conduct/)

Similarly, Google highlights the core company values in its code of conduct. As stated in the document; “it’s built around the recognition that everything we do in connection with our work at Google will be, and should be, measured against the highest possible standards of ethical business conduct.” The document has a clear structure and is easy to follow. It outlines the expectations from each of the stakeholders in the company and what the ground rules of the business are.

### [Facebook](https://investor.fb.com/corporate-governance/code-of-conduct/default.aspx)

Facebook’s latest version of the code of conduct is accessible to the public on its Investor Relations corporate governance webpage. It is very clearly structured and to-the-point, adopting a slightly more serious tone than the previous two examples. The document considers the key activities and behaviours that are expected of their employees. In addition the document covers how they expect them to manage difficult situations.

All in all, code of conduct should be considered a necessity for each and every business. It showcases the core values and mission of a company through actionable rules. Thus, it can strengthen the company culture in a business and improve engagement levels of the workforce. It brings the mind of the management to peace as they have confidence in the presentation of the organization and the employees, who know what behavior is acceptable and what is not. It should provide employees with clear guidelines and should not leave any grey space for confusion to maintain the desired perception of your business. Therefore, every company should make the time and effort to develop a comprehensive code of conduct.

An employee code of conduct is a legal document that provides guidelines on acceptable behaviours of individuals in an organization.

The employee code of conduct defines a acceptable behaviour and social norms individuals in an organization should adopt on a day-to-day basis

Employee Code of Conduct; Best Practices and Examples

Employee code of conduct, colleagues reading

Employee code of conduct

Employee Code of Conduct: Best Practices and Examples

__What are employee engagement survey key questions? Employee engagement surveys are considered one of the most effective ways how to measure engagement. There are various forms and types of surveys you can perform from more complex employee engagement surveys addressing the overall performance of your business to shorter and more regular pulse surveys that only continuously measure a certain aspect of your organization such as employee satisfaction.__

In this article we bring to you a list of 15 key employee engagement survey questions to ask in order to evaluate the levels of engagement in your organization.

## Employee engagement drivers
According to a report by institute for employment studies, there are 4 main drivers of employee engagement:

Involvement in decision making
The extent to which feel appreciated and listened to by their managers
Clear career development opportunities
The extent to which companies care about employees’ health and wellbeing
These areas should be covered in the employee engagement survey questions you ask your workforce. 

## How to measure employee engagement 
An engagement survey will provide you with a chance to ask key engagement questions and evaluate the perceptions and attitudes of your company among your employees.

## Key employee engagement survey questions

Before you send out your employee engagement survey you should take time to plan your employee engagement survey communications, familiarise yourself with the industry best practices and answer the following questions first:

1. What is you want to find out from the survey?
2. Who is the survey for? (Teams, departments, whole organization)
3. Is the survey anonymous?
4. What for and how will the results be used? 

In addition to the main drivers of employee engagement, engagement surveys should address areas that directly influence employee engagement. These include factors such as; happiness, pride of working for a company and likeliness to recommend it (employee net promoter score), commitment and motivation.

Another thing to consider when developing an engagement survey is whether you are after qualitative or quantitative data. While qualitative surveys with open-ended questions such as what 3 words would you use to describe our company culture, enable you to explore the individual perceptions and opinions of your employees, quantitative data is more coherent and easier to analyse and measure. One of the best techniques to measure how your employees feel about something is Likert Scale. With that in mind, here are key areas and 15 essential questions to include in your employee engagement survey; 

### Individual perceptions
On a scale 1 to 10…

- __How happy are you at work?__
Simple and to the point. Employee happiness is one of the key contributors of employee engagement. Scoring low score on this question should motivate you to further explore why your employees are not satisfied at work and what actions should you take to improve it.

- __How likely are you to recommend the company to others?__
Your employees are your best ambassadors and if they feel proud and happy to work for your organization they are also likely to spread the good word and recommend your business to others. 

- __Most days I look forward to coming to work?__
This question will shed some light on the motivation levels of your workforce. Happy and highly engaged employees are likely to enjoy their jobs feel challenged by them and want to feel motivated to do their job well. 

![Employee enagement survey questions recommendation](//images.ctfassets.net/6g4s9n00xmsl/1991q57KM0fMdzD5UdMvXg/f08f842462f8594491187b7ebd4f2dbb/Employee_enagement_survey_questions_recommendation.png)
### Leadership
On a scale 1 to 10…

- __I understand the company vision__
Getting all of your employees on board with the company vision is a key to actually peruse it. This question will also enable you to evaluate how well you are communicating the organizational strategic goals and objectives.

- __I feel my job is aligned to the company goals__
Employees want to have a sense of purpose at work. They want to feel their work is contributing to overall success of the company, and indeed if they feel that way they are also likely to improve the performance of your business. 

- __I know what is expected of me__
This question will provide you with further understanding of whether or not your leadership and management does good job sharing the company objectives and aligning the individual efforts to them.

### Management
On a scale 1 to 10…

- __I feel valued by my manager__
This will provide you with understanding how effective your management is.

- __I feel my work is well recognized__
We all need a pad on a back from time to time. This question will enable you to evaluate the culture of recognition and development in your organization.

- __I enjoy working with my team__
Teamwork is a key to running a successful business. Collaboration is a key to innovative and creative workspace which proved to be fundamental to keeping up with the competition and implementing change in a company.

![Employee enagement survey questions appreciation](//images.ctfassets.net/6g4s9n00xmsl/5DU4rImzp6KQeT7SNFlhLe/7ec912c29f0b2cc1581c703ad8431c3c/Employee_enagement_survey_questions_appreciation.png)
### Career development
On a scale 1-10…

- __I can see the positive results based on my work__
Sense of achievement will motivate your employees to do their job well and continue to improve in order to improve the overall performance of your business.

- __I have access to resources and information I need to get my job done__
Your employees might feel they need more time, training or direction to perform well at their job. 

- __I can see myself working here in five years’ time__
This question will give you an overall idea of your employees’ perception of the company and whether or not they see a potential space for development and future with you. The question can help you develop strategies to lower the churn rates and low scores are a red flag on further exploring employee satisfaction in your organization.

### Areas to improve
In addition to the quantitative questions which will enable you to measure and evaluate the employee level of engagement in your company, you can include open ended questions that will provide you with understanding of what you should improve;

- __Theoretically, if you would be to leave the company what would be the reason behind it?__
Straight to the point. The answers of this questions will give you a list of areas of improvement you should tackle to improve employee retention.

- __If you could change one thing about your job what would it be?__
Opening up a discussion on what needs to be changed in the organization will give you valuable insights from different perspectives. Although, the key to this question is not only to ask but also implement some of the suggestions to improve the employee engagement. 

- __How would you describe the company culture in 3 words?__
This will not only make you understand how your workforce feels about the company but also how well do you communicate your vision and mission to your employees.

![Compnay culture in 3 words](//images.ctfassets.net/6g4s9n00xmsl/5Y55FbwjBAiFJAmJwVuR6r/6d5635c12d6d67ab3c44838bed91706d/Compnay_culture_in_3_words.png)

Based on your survey results, you might want to further explore specific areas such as employee motivation, job satisfaction, wellness or relationships at work. 

There are different options how to deliver your employee engagement survey to your employees; you can choose a free option such as Google Forms or invest in one of the many survey software providers on the market.

Employee engagement survey key questions can be difficult to come up with. We bring you a list of 15 questions to evaluate engagement levels in your company.    

Employee engagement survey key questions

Employee engagement survey key questions can be difficult to come up with. We bring you a list of 15 questions to evaluate engagement levels in your company.

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