Tagarchief: Betrokkenheid

Bij Nederlandse bedrijven is de medewerkersbetrokkenheid gewoonweg slecht

Waarom je als manager medewerkersbetrokkenheid moet stimuleren

De werknemersbetrokkenheid is één van de grootste voorspellers van succes. Nederland staat er niet goed voor, aldus columnist Mark Ernst op MT.nl, november 2016.

Denemarken staat aan de top, Nederland is flop. Dat is de harde realiteit als het gaat om de betrokkenheid van werknemers bij hun werkgever. Samen met Frankrijk staat Nederland helemaal onderaan op de lijst van West-Europese landen (tabel 1). Is die betrokkenheid belangrijk dan? Ja dus.

Onderzoek

Amerikaans onderzoek waarbij de relatie werd onderzocht tussen het rendement van beursgenoteerde bedrijven en de medewerkersbetrokkenheid liet zien dat bij bedrijven met 60-70 procent betrokkenheid het rendement op de aandelen 24,2 procent was. Bij bedrijven met 49-60 procent betrokkenheid was dit 9,1 procent. Bij een betrokkenheid lager dan 25 procent was het rendement op de aandelen zelfs negatief.

Het tweede relevante onderzoek is van het Amerikaanse bureau Gallup,tabel_1 waarbij 1,8 miljoen medewerkers in 82.000 teams, 230 organisaties, 49 branches en 73 landen werden onderzocht. Vervolgens werden de resultaten van de op werknemersbetrokkenheid 25 procent best scorende teams vergeleken met de 25 procent minst scorende.

Een derde onderzoek onder millennials toont aan dat betrokken medewerkers 26 procent minder snel van baan zullen wisselen als een ander bedrijf tot 20 procent meer salaris biedt. Betrokken werknemers zijn sowieso blijere mensen. De kans dat ze zeggen dat ze elke dag doen wat ze graag doen, is maar liefst vier keer hoger dan actief niet-betrokken medewerkers dat zeggen.

Hogere kwaliteit

Bedrijven met een hogere werknemersbetrokkenheid creëren meer banen en mensen die betrokken zij geven zichzelf een hoger cijfer voor hun eigen gelukbeleving. Betrokken werknemers leveren werk van hogere kwaliteit; bedrijven met betrokken werknemers hebben meer en blijere klanten. Sterker nog, bedrijven die naast betrokken medewerkers maar óók betrokken klanten hebben, ervaren een boost van maar liefst 240 procent in hun prestatiegerelateerde bedrijfsresultaten ten opzichte van bedrijven zonder betrokken werknemers en klanten.

Het tegenovergestelde van een zeer betrokken medewerker is een ‘actief niet-betrokken medewerker’. Deze mensen mopperen niet alleen over hun werkgever, invloed-betrokkenheid-1ze zullen het bedrijf zelfs actief saboteren als ze daar de kans toe krijgen. Zij brengen dus werkelijk schade toe aan het bedrijf waarvoor ze werken! Denk aan het saboteren van productielijnen, het expres verpesten van deals, diefstal etc. Het lichtpuntje is dat het aandeel actief niet-betrokken in Nederland slechts 11 procent is tegenover 24 procent wereldwijd. Daar doen we het dus beter dan gemiddeld. Maar er zijn dus wel meer saboteurs (11%) in Nederland dan betrokken medewerkers (9%). Dat lichtpuntje is dus meer een dwaallicht.

Demotiverend werkklimaat

Hoe komt het toch dat die betrokkenheid in ons land zo laag is? tabel_2Het antwoord op die vraag is complex, maar ik ga je niet helemaal met een kluitje in het riet sturen. Er zijn namelijk twee cijfers die hiermee te maken hebben, zonder dat ze het volledig verklaren. Wereldwijd ervaart 55 procent van de werknemers een demotiverend werkklimaat en in Nederland is dat maar liefst 68 procent. Ruim tweederde van de Nederlanders ervaart een demotiverend werkklimaat en daar speelt de direct leidinggevende een belangrijke – vaak zelfs essentiële – rol in. Bij al deze mensen zal de betrokkenheid minimaal zijn.

De cijfers liegen niet: bij Nederlandse bedrijven is de medewerkersbetrokkenheid gewoonweg slecht. Hoe deprimerend dat ook zou kunnen zijn, het heeft een enorm voordeel. Er is immers ruimte voor verbetering! Er is dan wel iets waar je als bedrijf dan wel even bij stil moet staan. Want als je werk gaat maken van het vergroten van de betrokkenheid van je mensen, dan moet je wel rekenen op meer én minder. Meer klanten, meer omzet, meer werkplezier, meer winst en meer succes tegen minder kosten, minder verloop, minder verzuim en minder frustraties. En daar moet je natuurlijk wel tegen kunnen.

 Bron : klik hier

 

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Onboarden bij Indeed: goede integratie voor medewerkersbetrokkenheid

Vooral bij snelgroeiende bedrijven schiet de integratie van nieuwe werknemers in de bedrijfscultuur er nog weleens bij in, zegt Paul Wolfe, SVP HR van Indeed. Van de mensen die aan een nieuwe baan beginnen, is 65 procent binnen 91 dagen alweer op zoek naar iets anders. Blog op managersonline.nl

Managers zijn de sleutel tot werknemersbetrokkenheid

De Senior Vice-President Human Resources van Indeed kan daar enigszins begrip voor opbrengen, maar adviseert managers het onderwerp van de integratie van nieuwe werknemers in de bedrijfscultuur toch zeker meer prioriteit te geven. “Het goed integreren van nieuwe teamleden is essentieel voor het creëren van betrokkenheid.”
Wolfe weet hoe het is om in een snelgroeiend bedrijf te werken, vertelt hij. “Vooral in het aantrekken van nieuwe medewerkers gaat veel tijd zitten, en daardoor is het voor managers moeilijk om de tijd te vinden om werknemers goed te laten integreren in de organisatie. Het is echter belangrijk om verder te denken dan de korte termijn. Het heeft weinig zin om de recruitmentafdeling tijd te laten besteden aan het werven van personeel, als de bestaande werknemers weglopen.”

Grote stap in iemands leven
En dat is wel degelijk een van de risico’s als leidinggevenden niet genoeg aandacht besteden aan de integratie van werknemers, zo waarschuwt Wolfe. “Van de mensen die aan een nieuwe baan beginnen, is 65 procent binnen 91 dagen alweer op zoek naar iets anders.” Bedrijven moeten volgens hem daarom meer werk maken van het vergroten van de werknemersbetrokkenheid. “Om te beginnen door nieuwe werknemers bekend te maken met de cultuur van het bedrijf. Als u iemand alleen een laptop, telefoon en inwerkprogramma overhandigt, weet hij nog niet waar uw merk om draait.”
Een andere manier om nieuwe werknemers succesvol te laten integreren, is door ze een gevoel van waardering te geven, stelt Wolfe. “En waarom zou u daarmee wachten tot de eerste werkdag? Aan de slag gaan bij een nieuw bedrijf is vaak een grote stap in iemands leven, zeker als hij of zij er een andere baan voor opzegt.” Wolfes werkgever stuurt nieuwe medewerkers bijvoorbeeld een welkomstpakket nog voor iemand daadwerkelijk begint. “Daarin laten we ze weten dat we blij zijn dat ze voor ons komen werken, en geven we ze alvast wat praktische informatie over hun eerste werkdag. Maar u kunt uw waardering natuurlijk ook gewoon uitspreken met een handgeschreven boodschap van zijn nieuwe leidinggevende.”

Staande ovatie
Gevoel van waardering komt volgens Wolfe verder ook voort uit erkenning. “Niemand vindt het leuk om een nummer te zijn, en al helemaal niet op het werk,” zegt hij. “Managers moeten daarom de tijd nemen om nieuwe werknemers goed te leren kennen, en stil te staan bij behaalde resultaten.” Dat kan door het toekennen van een award, maar de beste manier om iemand te belonen is door er een persoonlijke draai aan te geven, aldus Wolfe. “Denk aan een bon waarmee iemand zijn familie mee uit eten kan nemen als hij of zij een tijd vaak van huis was vanwege overwerk. Of kaartjes voor een wedstrijd van iemands favoriete voetbalteam. Zo laat u zien dat u echt interesse hebt in uw werknemer als persoon.”
Overigens kunt u uw erkenning ook al laten blijken door het vieren van meer alledaagse resultaten, stelt Wolfe. “Op de werkvloer van groeiende bedrijven is het vaak druk, maar dat betekent niet dat er geen tijd is voor plezier en voor het waarderen van de kleinere dingen in het leven. Bij veel bedrijven is het op de sales-afdeling bijvoorbeeld gebruikelijk om elke gesloten deal te vieren. Dat kunt u als manager natuurlijk ook invoeren op andere afdelingen. Als bij ons de eerste regel code live gaat van een nieuwe developer, luiden we een gong en krijgt die persoon een staande ovatie. Dat levert altijd lachende gezichten op, niet in de laatste plaats van de nieuwe werknemer die zich gelijk gewaardeerd en mede daardoor gemotiveerd voelt.”

Nieuwe managers opleiden
Wolfe heeft tot slot nog een ander advies aan leidinggevenden van snelgroeiende bedrijven die de werknemersbetrokkenheid willen vergroten: “Leid nieuwe managers goed op. Als het goed gaat met het bedrijf, levert dat promotiekansen op voor werknemers en dat is een goede zaak. Maar dat iemand bijvoorbeeld excelleert in een marketingfunctie, betekent niet per definitie dat hij of zij het ook goed zal doen als people manager. Bereid aankomend leidinggevenden dus goed voor op hun nieuwe functie. Zij vormen de sleutel tot een goede werknemerservaring van uw overige medewerkers.”

Bron: klik hier

Improve Engagement with a Stay Interview

Blog van Andy Nelson op gethppy.com, augustus 2016.  Wacht niet op het exit-interview om er achter te komen waarom collega’s vertrekken. Wees proactief en hou een stay-interview. Daarmee vergroot je happiness van medewerkers en voorkom je vertrek door onvrede op het werk.

Improve Engagement with a Stay Interview

A fact of running an organization is that employees leave and new ones need to be hired. Sometimes employees leave because they have a change in lifestyle, while other times they leave because they are not happy.

To find out why, don’t wait to talk to an employee when they are leaving the company. Be proactive and start having stay interviews. They will not only help you retain employees, but they can help you address issues that will improve engagement for all employees.

The need for stay interviews is even more important as the economy changes and perceptions about companies and company loyalty change. In the current economic climate, it is becoming more commonplace to change jobs frequently. According to recent surveys, 25% of workers will have 5 jobs by the age of 35. That means that the  average job tenure is about 4.5 years.

While most employers expect new employees to stay less than 2 years, it does not mean that employers have to sit and wait for their employees to leave. It can be difficult to attract and retain talented employees. It can cost the company resources to have a lot of turnover. Stay interviews are an excellent addition to retention methods.

The basics of the stay interview

Stay interviews are designed to do just what they state, make an employee stay. Many companies are starting to have stay interviews in order to avoid having exit . A stay interview is usually a sit down meeting between a manager and an employee that takes place at regular intervals during the year. The intention of the stay interview is to learn about an employee’s perspective: what is working, what is not working, and how to keep the employee satisfied and motivated.

These stay interviews can make it known that employees are valued and that the company wants to keep them. They can also provide feedback about the company from employees who want to stay. Changes can be made on a continual basis in order to keep ahead of any potential problems that could result in turnover.

In a recent survey of 100 HR executives, only 27% stated that the company was conducting stay interviews. 24% stated that the company would plan to have stay interviews in the near future.

For companies not in the 27%, there are many reasons why having stay interviews can be beneficial for the organization. 

The reasons to start having stay interviews right now

They provide important information.Employers have the opportunity to receive information about many important topics:

What employees love about their jobs
Why employees stay at the company
What the company is doing right
What the company can do better
What kinds of frustrations or struggles employees have

They can increase employee engagement

Most employees are happy to provide feedback and share opinions about the job and the company. The opportunity to share gives employees the sense that employers care about them and are willing to take the time to listen to what they have to say. Therefore, these interviews are a good step toward creating better employee engagement.

They also have the potential to improve morale, productivity, and employees’ perceptions of the company. According to neuroscience research, one of the reward centers in the brain is related to control. Conducting interviews and seeing the results can give employees a sense of control over their work lives, improving engagement.

They can improve retention

When employers use information gained from stay interviews to make changes in the company, they can be useful in improving retention. Employers can take the feedback and show employees that they listen and will make adjustments to better the work experience. These changes can increase retention for the interviewed employees, but also for all employees. 

They provide personal interactions

Stay interviews give employers and employees a chance to sit down and discuss various aspects of the job and work experience. The interviews provide the opportunity for employers to connect with employees on a more personal level.

In relation to neuroscience, the brain is a social organ. Positive social interactions motivate people. These interviews provide opportunities for positive interaction and increased brain activity in the reward centers of the brain related to social relationships and empathy.

They are cost-effective

For as much information as they can provide, having employers conduct interviews with employees is extremely cost effective. The cost of these interviews is basically the time it takes to conduct them.

They can help employers help employees

Employers can use these interviews to help employees improve their performance. Some employees may be very stressed or lacking in productivity. Employers can help employees evaluate the job fit and possible career goals. The interviews can also give employees a chance to explain why they have been struggling. The employer then has the chance to help them create new goals and interventions. 

How to set up the perfect stay interview

Creating up a plan for establishing a system of stay interviews is important for making stay interviews a lasting aspect of company culture.

When to have interviews

Most people agree that companies should have stay interviews on a regular basis. This can mean once or twice a year or this can mean quarterly.

Who should take part in interviews

Employees – While it would be ideal to interview all employees, everyone from entry-level to upper management, this is sometimes not possible due to time or resources. Some companies interview a group of employees that can represent all the segments of the organizations. Others may choose certain employees who are high or low performers in order to find out how to keep and attract high performers and how to boost the productivity of low performers.

Employers – Similar to an exit interview, deciding who leads the stay interviews can be a critical decision. Some companies use members of HR, while others use managers or supervisors. There also needs to be a team in place to analyze the information and create action plans based on the feedback.

Outside agencies – In an effort to get the most useful information from employees, some companies hire outside agencies to conduct the interviews. The thought is that employees will be more willing to be open and honest with a third party than they would be with a manager or member of HR. The downside is that this adds to the cost of conducting interviews. 

How to conduct the interviews

Employers who conduct stay interviews should prepare for the worst. If companies are really invested in interviews, they should encourage honesty. With honesty comes good and bad news.

Interviewers need to encourage honesty by letting employees know that the information they share is confidential and that there will be no consequences for whatever the opinions shared.

What should interviewers ask

No matter who is interviewed, the types of questions asked should provide relevant information to the company about the employee’s thoughts, feelings, and opinions about the company, the job, leaders, and their performance.

Some of the following questions can be helpful when conducting interviews:

What do you like best about the position?

What tasks to like performing?

What could we do to make your job easier?

How can we help you build a career?

How can we help you be more effective?

How satisfied are you with your manager?

How satisfied are you with the leaders of the company?

How can we help you improve your life?

Tell us about a recent great day and what make it so excellent.

Tell us about a recent bad day and what make it disappointing.

What to do after the interview

After companies start conducting stay interviews, they should begin to share results with management and employees. Along with information they should share action plans and change initiatives. It can be more damaging to have the interviews and not to create change than it would be to not have the interviews at all. It can be very demotivating for employees to feel they have taken their time to share their opinions, but then see that their opinions did not really matter.

As companies start the process of conducting stay interviews, the set up can be difficult at first, but the rewards can be worth it. Retention and engagement are vital to the health of an organization, especially as turnover and job mobility increase more and more. Using stay interviews can be a great health check for an organization and help avoid the need for so many exit interviews.

Bron: klik hier

 

12 Ways to Keep Your Best Employees

Blog van Zohaib Akhlaq, founder van HowEntrepreneur.com op gethppy.com

12 Ways to Keep Your Best Employees

Most successful business owners realize the importance of keeping good employees, those whose current and future contributions are vital to the prosperity and, in some cases, even the continuance of the enterprise. I find that corporate policies and procedures often do nothing to help retention and sometimes actually create an incentive for employees to leave. I have compiled a list of 12 factors, easy to adopt and implement, that have proven effective in encouraging good employee to stay: 

Communications

1. Feedback

Employees should have constant, relevant feedback on their work product, work habits and other job attributes that are critical to their success within your company. Not knowing how you are doing can lead to frustrations, discomfort and lack of security. Employees who believe they are doing better than they actually are not only have little incentive for correcting deficiencies, but also become disenchanted when they finally are told of their shortcomings. Conversely, individuals who believe they are doing worse than they really are have their job progress impeded by lack of confidence and sometimes leave because they fear being terminated. 

2. Input 

Seeking and using input from employees is one of the top “gratifiers” in any employment.People like working where they feel someone cares about what they think and where they feel they can make a difference. 

3. Financial Disclosure 

Always share as much information about the company’s finance as is practical.Knowing how the company is doing makes for better team play and often eliminates the “us” versus “them” attitude that is so destructive in many organizations. Seeing the relationship between one’s own efforts and the company’s results, whether positive or negative, helps improve overall work attitude.

4. Honesty

To the extent possible, share plans and information with your staff, especially when there is a likelihood they will hear the news, or some version of it, from strangers. Although it is obvious that all information should not be discussed openly with every employee of the company, it is important not to give employees false information or mislead them in order to get temporary results.One thing that should be made clear to all employees is what their future should be. 

Environment 

5. Working Conditions 

Office ambiance often is important to some individuals, but the intangibles are usually very important to everybody.Whereas we all like to work in modern, efficient, air conditioned and spacious work places, those elements rarely are enough to deter a good person from seeking employment elsewhere, although lack of those items might motivate some people to move.The real keys to good working conditions are the overall atmosphere, the work rules and the “personality” of the firm.How to create this atmosphere easily could be the subject of a separate article, but suffice it to say here that employers should embrace policies that allow people to enjoy themselves at work. 

6. Flexibility 

When possible, employers should make an effort to be as flexible as possible with employees.Flexible work hours, flexible job assignments and flexibility in performing those assignments can act as disincentives to leaving. 

7. Equality 

In most companies, people work at different levels, which can become very pronounced when performing specific tasks.When it gets beyond a specific work assignment, however, every company should strive for an atmosphere where individuals look upon themselves as team members and communicate as equals. 

8. Challenge 

Companies should strive to give employees work that is interesting and challenging. Sometimes, this can be accomplished only by rotating positions among employees. At first, such an action might seem inefficient because it makes sense for people to continue doing what they are used to. However, the opposite often is true. People will do best what they are interested in and challenged by rather than the routine work. Doing repetitious work often leads to job dissatisfaction, which obviously results in greater turnover. 

Personal Enhancement 

9. Compensation 

Compensation is not only important as a means of meeting some of the materials needs and desires of the worker and his or her family, but it also is the way we keep score in the business world. Regardless of the dollar amount, individuals often feel unrewarded if their compensation is less than it should be and if their title or status places them at a lower level. Consequently, it is important to compensate employees in an extremely fair manner. 

10. Opportunity 

Although it is not always possible to allow people to advance to newer and higher levels within the company, that effort should be made whenever prudent. Developing individuals for promotions creates a much greater work force stability than filling upper level positions with outsiders.Although pointing out opportunities to individuals within the company sometimes can be useful, most employees will judge the level of their own opportunity by seeing what has happened to others in the business. 

11. Responsibility 

Individuals need to grow, and the most obvious way this growth can be accomplished is to delegate responsibility as early and as often as possible.People seldom leave a company in which they are in the process of becoming acclimated to a new and more important role.

 12. Expertise 

Employers should do everything they can to see that employees are encouraged to develop their skills to higher levels.If employees can enhance their skills to the point of becoming an expert or specialist in a specific area, the mutual rewards easily will justify the expenditure needed to accomplish this. 

Conclusion

Perhaps you should take a few minutes to “grade” your business in each of these 12 categories. The human capital within your company probably is more important to you than any asset on your balance sheet. Let’s all do our best to see that we keep those assets working for us and not for our competitors.

Bron: klik hier

Why Business Transparency is Key for Employee Engagement

Blog van Paula Clapon op gethppy.com

Across all industries, transparency has never been more important to a successful business model, regardless of company size. When it comes to employee engagement, this particular business practice has been proven to be essential, at a global scale.

In a recent poll of companies declared as best places to work, among the top employee engagement drivers were:

  • I trust the leaders of this organization to set the right course.
  • I believe this organization will be successful in the future.
  • I trust the senior leadership team to lead the company to future success.

Quantum Workplace 2015 Employee Engagement Trends Report

Trust in management and in the future of the company is a key component of employee engagement. Employees want to know what drives the company they are working for, what its long term goals are and how they will be involved in achieving these objectives. Communication and transparency across all levels of management are what foster this trust and determine the degree of discretionary effort that comes with a high level of engagement.

SHRM’s 2015 Job Satisfaction and Engagement survey also identified “Management’s communication of organization’s goals and strategies” as a key factor, with a 52% importance in the overall employee engagement strategy of a company, while “Trust between employees and senior management” registered 64% in importance.

In all honesty, don’t let your team wonder “Why is it we’re doing this?” or wake up to a new policy about fingerprint timesheets being instituted over night. Let them know you respect and value them by being clear on where the company is going, how it’s performing and what you’re planning next.

How do you foster business transparency?

A good first step would be to denounce old practices of reshaping information as it’s being passed along the hierarchy and keeping all strategic decisions under lock. Here are some other ideas:

Communicate any changes in company vision and values

Assuming you’ve stated and explained them to begin with, as well as incorporated them into the way you do business and relate to employees. Remind your teams what your end goal is, what they key principles that you base your decisions on are and how they can be a part of bringing the company closer to this vision.

Involve employees in decision making

If you want employees to see a long-term future with your company or deliver their best performance every day, make them a part of shaping this future. Bringing employees on board when making decisions about the company’s future helps strengthen your relationship with each one of them. Let your employees voice their opinions; it will gain you that trust we talked about and instill a sense of responsibility in your workforce.

Everyone has something to contribute, and will if the environment is right.

Peter Grazier, Teambuildersplus.com

Make financial data available

While this may be seen as a radical approach to company transparency, it is in fact a smart business practice. Employees are much more committed and motivated to fulfill the company’s mission and goals when they have a clear overview of the performance expected and delivered. When you know how each contribution impacts the final outcome, you can take control of your own performance and feel motivated to go the extra mile.

Having access to company data, especially financial information, offers a sense of fairness and openness. Everyone is benchmarked against known numbers and people can gain a stronger sense of autonomy, leading to higher engagement.

Business transparency good case practices

Several companies have attracted media attention in the past year or so, with business transparency practices that contributed significantly to employee engagement levels across their organizations.

Social media company Buffer, for example, made all employee salaries public information last year as well as the formula used to calculate these paychecks, in a radical approach to company transparency. Company management proved that they aren’t holding anything back and that they respect each employee’s right to company information, including salary calculations. Buffer also gave Jawbone UP wristbands to employees, to help them log their physical activity and sleep patterns, as well as personal accomplishments like meditation and exercise, proving that every individual matters, that they are valued and that their wellbeing is paramount to their performance as employees.

Another example is mobile payment company Square, who decided to share everything with its 600+ employees. Notes on almost all meetings were made available for employees, including large, 250-page reports emailed from executive board meetings.

LinkedIn’s CEO Jeff Weiner got the highest rating available on Glassdoor, for running an organization built on transparency. He would take the time to hold bi weekly company-wide meetings to listen to suggestions from employees, proving that everyone’s opinion matters.

Robert Craven, CEO of MegaFood also started something called the Transparency Project, an online web series that provides a behind-the-scenes soup-to-nuts look at how MegaFood operates. His goal was to prove that no piece of information is off limits and that he is determined to engage and inform anyone who’s interested in seeing how MegaFood works.

4 Transparency principles you can implement now

In an article I recently came across, Chuck Cohn, Chief Executive Officer of Varsity Tutors, shares the model of transparency that his company uses to keep employees informed and involved. I think these four principles can be applied in any company, regardless of its size or its industry.

  1. Make it clear that transparency applies to everyone. From the CEO down, transparency is a two-way communication street. When you implement it throughout the entire company, it becomes more about teamwork than about a focus on any one individual.

  2. When you point out areas for improvement, include suggestions. People quickly tire of “this stinks” conversations. Instead, challenge your team to think creatively about ways to change course. Everyone likes to feel challenged and included in the problem solving.

  3. Make transparency about the company’s goals a priority. Communicate that the more everyone knows, the better you can work as a team. Line up goals with your vision of the company, and let everyone see it. Your team may be deep in details, but because of transparency, you can help point to the bigger picture. This will give fresh life to a project that may have been lagging.

  4. As the business owner, make yourself available. Your employees will feel safer being open and transparent with you.

Increased transparency may imply a change of habits

The world is still divided between email and the new social habits. In the last half of century email has gone from a specialized way of communication, to being all-popular, and now barely tolerated in the rush for Inbox 0. However, it’s still a reliable ally for most workplaces and it can be a powerful channel for employee engagement. Its competitors, on the other hand, are much more appealing to younger generations and email detractors – social apps, discussion channels and chats are much more engaging and flexible, and, let’s face it, fun to use.

Increasing the degree of transparency in your company will probably require a change in your communication paradigm, as you explore other communication channels and tools to reach and engage people more effectively.

Regardless of the technology you opt for, the important things is that you deliver relevant information. If email is your choice, it’s certainly better than no communication at all. That being said, more engaging bidirectional methods may work better especially with the new age workforce, as they can be tailored not only to send a message, but also measure the impact. And no, we are not thinking about “likes” here. A custom communication tool can measure the impact through different, more enhanced analytic processes, and may provide a far better understanding on how each message is perceived.

How does your company practice transparency and what other advice would you give business owners?

If you’re interested in finding more ways to promote business transparency and improve employee engagement in your company, check out our latest eBook and let us know what you think.

Bron: klik hier

 

Improve Employee Engagement Using Neuroscience

Artikel van Andy Nelson op gethppy.com

Improve Employee Engagement Using Neuroscience

Employee engagement can be a constant struggle for many leaders. They need to be thinking of new ways to keep employees engaged in order to increase job satisfaction, productivity, and retention. One of the growing factors in employee engagement is neuroscience.

Neuroscience, the study of the nervous system, can inform leaders about processes involved with their own leadership, but also about the minds of their employees. Curious to know how you can improve employee engagement using neuroscience?

Because the brain is plastic, it is always adjusting and adapting based on the environment. When you create supportive and collaborative environments, the brains of employees can process the information easier, leading to more effective change. But if the brains of employees perceive things as threats, comfort, motivation, and satisfaction decrease.

By knowing more about the brain, you can learn to limit threats. Often, those threats can come from the normal business practices of assessment, feedback, and evaluation. Because of the lasting negative impacts threats have on our brains, you also have to learn to decrease the amount of threats in the workplace, in order improve employee engagement and motivation.

The SCARF Model

Dr. David Rock is a neuroscientist who has created a model for improving the relationship between leaders and employees. He calls this model SCARF. This model stems from research that states the brain is always trying to minimize threats and maximize rewards. Moreover, social experiences follow the same reward and threat pathways in the brain that other primary needs follow.

Imagine one of our ancient ancestors coming across a new creature, plant, or water source. The brain would interpret the unknown thing as threating or safe and react accordingly. While modern humans are often not in that same position, social experiences follow the same pathways. Dr. Rock uses the SCARF acronym to explain these social forces.

S – Status

C – Certainty

A – Autonomy

R – Relatedness

F – Fairness

Status

When people feel uncertain of their social position or feel they are being evaluated, the brain interprets that environment as a threat. This threat is treated the same as a physical threat. In order to be safe, the brain has mechanisms that help us fight or run from the threat. In the case of social threats, sometimes those may not be an option, but our brains stay on high alert, making it difficult to focus on other things until the threat is gone.

As a leader, you can work to create an environment where you are not perceived as a threat. Start by allowing employees to evaluate themselves and gain insights into their behaviors. Encourage change to come from the employee instead of the leader. This way, you can decrease the threat level but also improve the engagement the employee has with company and their personal growth.

Certainty

The brain has developed to be aware of threats. Some people are more sensitive to threats than others, but everyone is able to recognize threats to some degree. The unknown can often be worse than being able to see the threat. Not knowing what will happen next increases the awareness of threats and puts the brain on high alert, making a person feel less safe and less focused on tasks.

Offer more certainty by working to increase communication with staff. Be clear in your communication and state expectations, goals, and other information that makes it evident that the you are confident and relaxed. When employees feel safe and certain in their jobs and the organization, they will be more engaged in their work.

Autonomy

Usually with any kind of change comes a choice. We have to think about when we react and how we react. Without this choice, the change (or threat) becomes even more powerful and overwhelming. It can stop us from being able to move forward and leave us unmotivated and feeling hopeless.

Make employees aware that they have choices and that they have some control over their jobs. As a direct manager, try to limit how much you interfere in an employee’s daily tasks. Your team members should be trusted to do their work without anyone constantly checking on them. This is a perfect example of how you can improve employee engagement using neuroscience.

Relatedness

People relate to one another in different ways, but often they view others as trustworthy and friendly if they feel the other person seems similar to them in some way. Often people have ways that protect them from the threat of someone new or different. These defenses can block out the things that others say or do when they are not perceived as a member of the group.

Relationship building is a vital part of a productive team. Look for ways to connect to employees and for employees to connect with each other. When everyone in a work environment is viewed as friendly, then the brain’s threat alert system is quieter, allowing people to feel more in sync with the team and with their work.

Fairness

Our brains can be very sensitive to fairness and we are usually aware of and react strongly to situations that we feel are unfair. These threats and the reactions to them can often be emotionally charged, possibly leading to anger and resentment.

To improve a sense of fairness, try to be conscious of how you interact with all employees. Don’t show any sign of favoritism or special treatment. Be transparent in all decision making processes. When fairness is at stake, address the issue at hand immediately so that there can be some understanding of why things happen.

The SCARF model uses a very basic aspect of human existence, threat and safety. We may not think about these two things on a minute to minute basis, but our brains are always reacting in ways that relate to the pathways that were created in our ancestral pasts.

As leaders or employees, we can probably all think of ways in which something we were effected by could have been looked at as our brains raising the threat alarm. With this in mind, we can learn to be more engaged leaders and employees on a brain-based level.

Bron: klik hier

What does a Chief Happiness Officer actually do?

Artikel van Paula Clapon op gethppy.com. 7 tips voor HR om te acteren als een Chief Happiness Officer.

What does a Chief Happiness Officer actually do?

There’s a lot of confusion surrounding this new C-suite title – Chief Happiness Officer. While some call it out as being a `BS` position, others are building successful companies with the help of a Chief Happiness Officer.

I’ll admit, researching this topic was not as easy as I was expecting it to be. There are a lot of positions associated with this title. Some of them include specific happiness-related responsibilities while others are just nomenclature tweaks.

Is it really a new position?

A Chief Happiness Officer is, in its essence, an HR Manager with a special qualification: he/she believes happy employees make better employees.

Engaging employees, motivating them and raising performance levels are all HR attributions. Whilst these are the most common responsibilities used to describe the CHO position, there are many more HR areas where happiness matters.

Every single action towards a person regarding their relation with the company, meaning all HR processes, can be re-defined to ensure a happy experience and a happiness-driven workplace. Recruitment and onboarding, career planning, performance management, succession management, engagement and recognition, off-boarding and retirement, these are all areas that can benefit immensely from a happiness-oriented approach.

Ensuring that employees are happy is a BHAG (Big Hairy Audacious Goal). As an HR Manager, you can aspire to reach it by applying a series of values or principles to every single interaction with that employee (future, current or ex-employee alike).

1.    Treat every person as a human being who matters

It does sound like the obvious thing to do but bad treatment is one of the biggest turnover drivers. Employees deserve to be treated like customers in terms of respect, vocabulary, actions and promises. Nothing entitles an employer to treat their workers like one big entity or a defected resources that did not perform to standard.

Nina Ramsey points out that, globally, only 44% of employees say that they feel valued by their employer. Respect is an essential component of a healthy work relationship.

2.    Ensure the basics

Following Maslow’s principle, if the basic needs of an employee are not covered, there is no point in offering them a corner office with a view. Before you set out to make them happy, reward their work with an on-time salary and no unnecessary administrative struggles.

3.    Give employees a voice

The unique individuals working for your company need to be heard. For that, they need proper channels, guidelines and an action path that ensures a response to their needs and ideas.

Whether it’s a follow-up call or email after an interview or a feedback on their activity, they need to know that someone is listening to them.

4.    Make sure your company values are demonstrated

Almost every article or report on employee engagement will tell you that values are important. They are the foundation on which your company is build and they bind together your external image (your brand) with your internal one (your culture). Whenever you have a decision to make, a conflict to solve or a need to innovate, your starting ground should be those company values.

It’s not enough to have them on a piece of paper. You have to state them and constantly re-state them, put them into actionable behaviors and ensure that people demonstrate those values. For that to happen, you need to recruit people based on those values, evaluate them accordingly and reward them as such. Download our free personal development framework for employees and use it in your value-based recruitment process.

 5.    Offer them freedom

Take it from Laszlo Bock, senior vice president of people operations at Google: “If you give people freedom, they will amaze you.”

(Source)

Offer them the freedom to manage their time and productivity, the freedom to personalize their working space and the freedom to implement their own ideas. If you’re in need of some inspiration, Shelley Prevost has 5 ways to create more autonomy at work that you can try.

6.    Support growth

Sometimes people need someone to believe that they can grow. As an HR Manager, you can be that person at any stage in their work experience by pushing them to build on their strengths and take more opportunities.

Create and promote growth opportunities to harvest the talent you’ve recruited. That is, if you want to keep it.

7.    Encourage an enjoyable environment

I didn’t use the word fun because it tends to mislead people into believing that it’s all about ping-pong and unending breaks. Instead I’m talking about the joy in having a qualitative conversation with a colleague or learning something new. Of course an occasional darts game can help re-energize you.

Yes, it’s important that people relax from time to time, but that doesn’t mean they are not productive. It goes back to the previous point, give them freedom and trust them to use it wisely.

 8.    Encourage effective teamwork

How teams perform is a clear indicator of how a company is performing overall. You might have recruited the best people but you need to have them work together and reach results. Very few people are naturally prone to perform well in teams.

This is where an HR Manager should step up and offer preparation, teambuilding exercises and constant support. Try the Happiness at Work Card Game for teams – the game consists of over 50 common workplace scenarios and over 100 science-based solutions. Each scenario identifies and provides context for a common workplace situation, followed by a succinct scientific justification for why it is a problem at work. The cards provide many unique practice opportunities that meet the needs and working styles of diverse teams.

 Happiness – the secret ingredient

Happiness in the workplace has become a valid concern for both employees and managers alike. Dismissing it without further research and analysis is not a wise thing to do. We’ve recently discussed this idea in an article on Employee happiness as a business strategy.

For a CHO, happiness is the secret ingredient to add to your planning. By monitoring and analyzing the happiness levels in your organization, you will be able to accurately predict and manage employee engagement and employee retention.

Bron: klik hier

Bewezen: niets werkt zo motiverend als een sociale beloning

Artikel van Peter Boerman op MT.nl, juli 2016. Tot 90 procent van gedragsproblemen komt voort uit motivatieproblemen, zegt Caroline Pols, eigenaar van Up. Meer ‘sociaal belonen’ helpt, zegt ze. ‘Geef een medewerker de lead in een proces, vergroot de verantwoordelijkheden van een team, betrek medewerkers bij een beslissing of geef een medewerker een compliment over zijn input.’

Bewezen: niets werkt zo motiverend als een sociale beloning

Voordat Caroline Pols met haar eigen bureau Up begon, was ze salesdirector bij Manpower. Daar wilde ze met minder mensen meer resultaat bereiken. Dat viel nog niet mee, geeft ze toe. ‘De geijkte marktbewerkingstechnieken waren gesneden koek. Maar hoe combineerde ik die slim met de nieuwe mogelijkheden? In alle eerlijkheid: ik zag door de bomen het bos niet meer. Zoveel kanalen en online trucs… Hoe kon ik nieuwe systemen en kanalen inzetten om gerichter meer contact te hebben met mijn doelgroep?’

2 pijlers

Gaandeweg vond ze toch een manier. Een manier die uiteindelijk leidde tot 75 procent groei in aantal leads, en 40 procent groei in verkooprendement. ‘Up was geboren’, zegt ze. Pols vond een manier die op 2 pijlers berust: een heldere strategie en de gewenste gedragsverandering. ‘Dit doen we met behulp van een zogeheten Kitchen Review, waarbij we medewerkers interviewen, met de doelstelling van de organisatie (concreet en feitelijk) als uitgangspunt. We bevragen hen vervolgens op motivatie, gelegenheid en capaciteit.’

Ze vond een manier die leidde tot 75 procent groei in aantal leads, en 40 procent groei in verkooprendement’

Triade-model

Pols doet dat, omdat ze vertrouwt op wat ze noemt ‘het triade-model’, bekend van Theo Poiesz. thumb_triademodel‘Eenvoudig gezegd: medewerkers moeten het kunnen, willen en de kans krijgen het gewenste gedrag te vertonen.’ Vooral motivatie speelt daarbij volgens haar een belangrijke rol. ‘Het overgrote deel van gedragsproblemen in organisaties, wellicht zelfs 70 tot 90 procent, komt voort uit motivatieproblemen.’

Heil in de wetenschap

Maar hoe die problemen te lijf te gaan? Daarvoor zocht Pols haar heil in de wetenschap. ‘Ik zocht een onderbouwde methodiek waarbij gedrag gekoppeld wordt aan resultaat.’ Ze kwam terecht bij de VU, waar ze een partner vond in het Aubrey Daniels Research Institute for Behavior Analysis (ADRIBA), een platform voor de wetenschappelijke verdieping, verbreding en verspreiding van de gedragsanalyse en Organizational Behavior Management (OBM), de wetenschap van gedragsverandering in organisaties. Makkelijker gezegd: ADRIBA maakt wetenschappelijke inzichten geschikt voor het bedrijfsleven ‘en vraagt aandacht voor een andere manier van managen en sturen op gedrag dan we nu vaak in de praktijk zien’, aldus Pols.

2.000 studies per jaar

Met meer dan 60.000 wetenschappelijke studies sinds 1973 is de onderliggende wetenschap van de gedragsanalyse een van de meest getoetste en gerepliceerde methoden ter wereld, weet Pols. ‘Daar komen jaarlijks nog 2.000 studies bij.’

ABC-model

Uit al dat onderzoek maakte bij Pols vooral het ABC-model indruk, waarbij gedrag wordt bepaald door Antecedenten, gedrag (Behaviour) en Consequenties. Onder Antecedenten valt dan alles wat plaatsvindt vóórdat het gedrag plaatsvindt, zoals: op mensen inpraten, maar ook omstandigheden als een rood stoplicht. Daarna komt Behaviour: de handelingen die men uitvoert. En dan de Consequenties: belonen, dwingen, straffen/kritiek geven of negeren.

Boter-bij-de-vis-effect

Gedragsonderzoek leert ons dat slechts 20 procent van gedrag bepaald wordt door deze antecedenten, zegt Pols. ‘Gedrag en daarmee gewoontes zijn vooral de functie van de consequenties. Oftewel: gedrag wordt voor zo’n 80 procent bepaald door datgene wat er gebeurt als je het doet. Bevalt het? Dan neemt de kans toe dat gedrag zich herhaalt, vanwege de positieve consequenties. Dat kan vanwege het idee dat iets makkelijker gaat, of minder tijd kost. Hoe directer en zekerder deze consequentie, hoe beter hij werkt. Het boter-bij-de vis-effect is de sterktste beinvloeder van ons brein.’

Het boter-bij-de vis-effect is de sterktste beinvloeder van ons brein.’

Driedubbele denkfout

Wat dat betekent voor het leiderschap in onze organisaties? Volgens Pols zouden we ons meer bewust moeten zijn van onze valkuilen. Ze heeft het over de ‘Drie Dubbele Denkfout’

Managers steken 80 tot 85% van hun tijd in antecedenten, terwijl juist 80% van het gedrag wordt beïnvloedt door consequenties;
De consequenties zijn voor 80% procent negatief en slechts voor 20% positie. Voor effectief gedrag van managers zou dit juist omgedraaid moeten worden.
Bij positieve consequenties wordt 80% geïnvesteerd in financiële/materiële beloningen zoals een bonus of salarisverhoging, en slechts 20% in sociale beloningen. Voor effectief gedrag van managers zou dit omgedraaid moeten worden.

Terwijl ‘sociaal belonen’ volgens haar helemaal niet zo moeilijk hoeft te zijn. ‘Geef een medewerker de lead in een proces, vergroot de verantwoordelijkheden van een team, betrek medewerkers bij een beslissing of geef een medewerker een compliment over zijn input.’

Valkuilen omdraaien

Pols heeft er nu haar missie van gemaakt de valkuilen ‘om te draaien’. ‘De valkuilen staan omgekeerd gelijk aan drie goede gewoonten van effectieve gedragsbeïnvloeding: minder gebruik van antecedenten, meer 
focus op consequenties; 
meer focus op belonen dan straffen, dwingen en negeren; 
en meer sociale beloning van gedrag, dan 
materiële beloning van resultaat.’

Blijvend gedrag

Alleen zo kun je blijvend gewenst gedrag creëren, zegt ze. ‘Het is voor managers logischer om aan antecedenten te werken’, zegt ze. ‘We hebben het zo geleerd, en het is een veilige, bekende en makkelijke manier die je en groupe kunt uitrollen. Ook straffen is op het eerste gezicht logischer dan belonen, straffen levert managers immers een directe zekere respons op, het gedrag verandert vaak onmiddellijk. Het heeft direct effect. We zijn vaak zo opgevoed. Maar het gewenste gedrag is vaak niet blijvend.’

Bron: klik hier

Morning Star, succes zonder managers en organogram

Blog van Lenette Schuijt op watbezieltons.nu over Morning Star, wereld grootste tomatenverwerkendbedrijf zonder managers, centrale inkoop of organogram.

Morning Star is ‘s werelds grootste tomatenverwerkend bedrijf in Californië. Het werd opgericht in 1970 door Chris Rufer , toen nog student bedrijfskunde. Zijn droom was om een bedrijf op te richten waarin alle professionals zelfsturend zouden zijn en hun activiteiten zelfstandig zouden coördineren met collega’s, klanten, leveranciers, zonder aansturing van leidinggevenden. Inmiddels heeft het bedrijf drie fabrieken, vierhonderd medewerkers en een jaarlijkse omzet van 700 miljoen dollar. Daarmee is het een inspirerend voorbeeld van het nieuwe organiseren.

Missie is leidend
Morning Star heeft geen managers. De missie (‘tomatenproducten en diensten produceren die consequent de verwachtingen van klanten ten aanzien van kwaliteit en service waarmaken’) is het leidende principe. Alle medewerkers formuleren een persoonlijke missie, waarin zij verwoorden hoe zij denken bij te dragen aan de bedrijfsmissie. Bijvoorbeeld om tomaten te verwerken tot sap op efficiente en ecologische wijze. Iedereen is verantwoordelijk voor het realiseren van hun persoonlijke missie, inclusief het zelfstandig organiseren van de training en ondersteuning die nodig zijn om de missie waar te maken.

images-3

Onderlinge afspraken
Het tweede element van het bedrijfsmodel zijn de overeenkomsten tussen medewerkers. Jaarlijks maken medewerkers afspraken met collega’s waarmee ze het meest te maken krijgen in het realiseren van hun missie. Dit zijn onderhandelingen met soms wel tien personen binnen en buiten de organisatie. Het resultaat is een set formele afspraken over hoeveelheden en kwaliteit van onderlinge dienstverlening. Volgens Rufer leiden afspraken die door onafhankelijke mensen vrijwillig worden gemaakt leiden tot soepeler afstemming van initiatieven dan plannen van bovenaf. Binnen een web van relaties en overeenkomsten komt het werk organisch tot stand.

Zelfsturend
Niet alleen zijn er geen managers bij Morning Star, er is ook geen centrale inkoop. Medewerkers schaffen zelf het benodigde gereedschap aan zonder dat er iemand eerst moet tekenen voor de aanschaf. Waar nodig selecteren ze zelf nieuwe medewerkers. Het bedrijf kent geen formele rollen of posities, dus medewerkers kunnen zoveel verantwoordelijkheid nemen als ze zelf willen en onderhandeld hebben met anderen. Iedereen wordt geacht te doen waar hij of zij goed in is. Zo kan iedereen ideeën voor verbetering rechtstreeks voorleggen aan collega’s en daarover beslissen, mits de persoon in kwestie advies heeft gevraagd aan de betrokken personen. Iemand die een investering van 3 miljoen dollar wil doen spreekt gemiddeld met wel dertig collega’s. Iedereen geeft advies, niemand heeft het recht een veto uit te spreken. Eventuele geschillen worden voorgelegd aan een interne jury.

images-4

Verschillen
Hoewel er dus geen formele structuur of organogram is, maar veeleer een web van relaties, die individuen vrijwillig aangaan met anderen, zijn er wel verschillen. Sommige collega’s worden beschouwd als meer competent of ervaren dan anderen en dat komt tot uiting in de beloning. Wil je vooruit komen dan moet je laten zien dat je beter wordt in je werk en daardoor meer bijdraagt aan het bedrijf of aan het werk van collega’s. Aan het einde van het jaar wordt iedereen beoordeeld door die collega’s waarmee afspraken zijn gemaakt. Teams en bedrijfsonderdelen verdedigen hun resultaten ten overstaan van hun collega’s en degenen die slecht hebben gepresteerd worden kritisch ondervraagd door collega’s.

In staat stellen
Er is een training voor nieuwe medewerkers om hen in te werken in het concept van zelfsturing. Daarin leren ze dat vrijheid en verantwoordelijkheid onlosmakelijk verbonden zijn. Een medewerker kan net zoveel advies vragen als hij of zij wil, uiteindelijk neemt de medewerker zelf een beslissing en draagt daarvoor de verantwoordelijkheid. Om medewerkers in staat te stellen om hun activiteiten te coördineren met die van anderen hebben ze bovendien toegang tot alle relevante bedrijfsinformatie. De transparantie maakt dat het onmiddellijk zichtbaar is wanneer iemand ineens veel uitgeeft of wanneer de resultaten van een bedrijfsonderdeel plotseling stagneren.

Lessen:
* de missie is leidend en richtinggevend voor ieders activiteiten
* er zijn geen formele rollen, maar vrijwillige afspraken tussen mensen
* vrijheid en verantwoordelijkheid gaan hand in hand

Meer lezen: First, let’s fire all the managers,  artikel van Gary Hamel in Harvard Business Review.

Bron: klik hier

16 Ways to Create Your Own Happiness at Work

Post van Travis Bradberry op Linkedin.com, februari 2015. Travis Bradberry is auteur van Emotional Intelligence 2.0 en president van TalentSmart. Your happiness is up to you and no one else!

16 Ways to Create Your Own Happiness at Work

Let’s face it, happiness and work do not tend to go hand in hand. A 2013 Gallup study, which reported data from more than 180 million people, found that just 13% of us consider ourselves to be “happily engaged at work.”

Those who do rate themselves as happy are 36% more motivated, six times more energized, and twice as productive as their unhappy counterparts.

The good news is that just 50% of happiness is influenced by genetics—the rest is up to you.

When it comes to making yourself happy, you need to learn what works for you. Once you discover this, everything else tends to fall into place. And making yourself happy doesn’t just improve your performance; it’s also good for your health.

A critical skill set that happy people tend to have in common is emotional intelligence (EQ). At TalentSmart, we’ve tested the EQs of more than a million people and know what makes high EQ people tick. So, we went digging until we found 16 great ways that emotionally intelligent people create their own happiness at work.

1. Remember That You Are In Charge of Your Own Happiness

You have two choices in any dead-end job: find another one or make the most of the one you’re stuck with. Either way, your happiness is up to you and no one else. Remind yourself of this anytime you’re feeling stuck.

2. Don’t Obsess over Things You Can’t Control

It’s good to know how Greece’s economic troubles might affect US markets or that your company could merge with its largest competitor, but there’s a big difference between understanding these larger forces and worrying about them. Happy people are ready and informed, but they don’t allow themselves to fret over things that are beyond their pay grades.

3. Don’t Compare Yourself to Other People

When your sense of pleasure and satisfaction are derived from comparing yourself to others, you are no longer the master of your own happiness. When you feel good about something that you’ve done, don’t allow anyone’s opinions or accomplishments take that away from you.

While it’s impossible to turn off your reactions to what others think of you, you don’t have to compare yourself to others, and you can always take people’s opinions with a grain of salt. That way, no matter what other people are thinking or doing, your self-worth comes from within. Regardless of what people think of you at any particular moment, one thing is certain—you’re never as good or bad as they say you are.

4. Reward Yourself

Working hard is important, but never allowing yourself to take a break is detrimental to your happiness. A study of radiologists found that they made more accurate diagnoses when they received small rewards prior to reviewing patients’ charts. A Cornell study found that small rewards make people more generous, friendly, and happy. These small “thrills” also made people more productive and accurate in their work. Rewards activate the pleasure pathway in your brain, even if they are self-induced. Effective rewards can be small things such as taking a walk down the hall or eating a snack.

5. Exercise During the Work Week

Getting your body moving for as little as 10 minutes releases GABA, a soothing neurotransmitter that also limits impulsivity. A University of Bristol study showed that people who exercised on workdays reported improvements in time management, mood, and performance. The benefits of exercise always outweigh the time lost in its pursuit.

6. Don’t Judge and Gossip

Judging other people and speaking poorly of them is a lot like overindulging in a decadent dessert; it feels good while you’re doing it, but afterwards, you feel guilty and sick. When you’re tempted to speak of someone else in a way that might be negative, just ask yourself if you’d want someone saying the same about you.

7. Choose Your Battles Wisely

Emotionally intelligent people know how important it is to live to fight another day. In conflict, unchecked emotion makes you dig your heels in and fight the kind of battle that can leave you severely damaged and unhappy for some time to come. When you read and respond to your emotions, you’re able to choose your battles wisely and only stand your ground when the time is right.

8. Stay True to Yourself

Crossing moral boundaries in the name of success is a sure-fire path to unhappiness. Violating your personal standards creates feelings of regret, dissatisfaction, and demotivation. Know when to stand your ground and express dissent when someone wants you to do something that you know you shouldn’t. When you’re feeling confused, take some time to review your values and write them down. This will help you to locate your moral compass.

9. Clear the Clutter

I don’t need to remind you of how much time you spend at work. Take a good look at your workspace. You should create a space that’s soothing and uplifting. Whether it’s a picture of your family, a plant, or an award that you’re proud of, display them prominently to keep them on your mind. Get rid of the junk and clutter that hold no significance and do nothing positive for your mental state.

10. Give Someone A Hand

Taking the time to help your colleagues not only makes them happy, but it also makes you happy. Helping other people gives you a surge of oxytocin, serotonin, and dopamine, all of which create good feelings. In a Harvard study, employees who helped others were 10 times more likely to be focused at work and 40% more likely to get a promotion. The same study showed that people who consistently provided social support were the most likely to be happy during times of high stress. As long as you make certain that you aren’t overcommitting yourself, helping others is sure to have a positive influence on your happiness.

11. Let Your Strengths Flow

A University of Chicago study of peak performance found that people who were able to reach an intense state of focus, called flow, reaped massive benefits. Flow is the state of mind in which you find yourself completely engrossed in a project or task, and you lose awareness of the passage of time and other external distractions. Flow is often described as an exhilarating state in which you feel euphoria and mastery simultaneously. The result is not just happiness and productivity but also the development of new skills through a heightened state of learning. The key to reaching flow lies in organizing your tasks such that you have immediate and clear goals to pursue that play to your strengths. As you begin working on these tasks, your focus increases along with your feelings of adequacy. In time, you reach a flow state, in which productivity and happiness flourish. Set clear goals each day and experiment with task order until you find the secret formula that gets you flowing.

12. Smile and Laugh More

A study at Mannheim University in Germany demonstrated that we can actually manipulate our emotions by changing our facial expressions. One group of participants held a pen in their mouth horizontally, which forces a smile. When asked to rate how funny a cartoon was, the participants holding pens in their mouths found the cartoons much funnier than participants without pens.

As the study shows, it doesn’t matter if your smile is genuine because your facial expression can precede the feeling. If you find yourself in a negative spiral at work, slow down and smile or watch a funny video on YouTube. This mood boost can turn your day around.

13. Stay Away From Negative People

Complainers and negative people are bad news because they wallow in their problems and fail to focus on solutions. They want people to join their pity party so that they can feel better about themselves. People often feel pressure to listen to complainers because they don’t want to be seen as callous or rude, but there’s a fine line between lending a sympathetic ear and getting sucked into their negative emotional spirals. You can avoid getting drawn in only by setting limits and distancing yourself when necessary. Think of it this way: If a person were smoking, would you sit there all afternoon inhaling the second-hand smoke? You’d distance yourself, and you should do the same with negative people. A great way to set limits is to ask them how they intend to fix their problems. The complainer will then either quiet down or redirect the conversation in a productive direction.

14. Laugh at Yourself

When you take yourself too seriously at work your happiness and performance suffer. Don’t be afraid to show a little vulnerability. Something as simple as laughing at yourself draws people to you because it shows them that you’re humble and grounded (it also keeps them from laughing behind your back). Happy people balance their self-confidence with a good sense of humor and humility.

15. Cultivate an Attitude of Gratitude

It’s all too easy to get caught up in things that could have been different or didn’t turn out the way you wanted them to. Sometimes the best way to pull your mind away from negativity is to step back and contemplate what you’re grateful for. Taking time to reflect on the good in your life improves your mood because it reduces the stress hormone cortisol by 23%. Research conducted at the University of California, Davis, found that people who worked daily to cultivate an attitude of gratitude experienced improved mood, energy, and physical wellbeing

16. Believe the Best Is Yet to Come

Don’t just tell yourself that the best is yet to come—believe it. Having a positive, optimistic outlook on the future doesn’t just make you happier; it also improves your performance by increasing your sense of self-efficacy. The mind has a tendency to magnify past pleasure to such a great degree that the present pales in comparison. This phenomenon can make you lose faith in the power of the future to outdo what you’ve already experienced. Don’t be fooled. Believe in the great things the future has in store.

Bringing It All Together

Applying these strategies won’t just improve your happiness at work; most of them will also improve your emotional intelligence. Pick those that resonate with you and have fun with them. And please share what makes you happy at work in the comments section.

Bron: klik hier