#CultureCode The little red book of answers for HR managers

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  • 1creating happy people

    Third Edition

    the little book ofanswers

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    Happy People = Happy Prof tsi

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  • 3creating happy people

    Happy People = Happy Prof ts

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    new and updated with bonus content

    RedBalloon

    Australia

    corporate.redballoon.com.au

    Tel 1300 850 940

    Fax +612 9566 4887

    query@redballoon.com.au

    New Zealand

    corporate.redballoon.co.nz

    Tel 0800 555 029

    Fax 0800 555 024

    query@redballoon.co.nz

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    To help you find the answer youre looking for weve grouped the most common questions we get asked into sections for quick reference. Sections PageAbout RedBalloon 6

    Why do we have the answers? 8

    Creating happy people 10

    The power of employee engagement 18

    Creating motivated and productive staff 28

    Rewards and recognition NEW 34

    Workplace fun NEW 42

    Creating cohesive teams 48

    Managing generations at work 54

    Building an employer brand 60

    Improving sales performance NEW 68

    How will RedBalloon get you results? 78

    finding youranswers

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    about RedBalloonRedBalloon is the leading online gift retailer for experiences in Australia and New Zealand. We package up pleasure, giving people a good time by allowing them to experience something theyve always wanted to do, like an overnight romantic retreat for two, shark diving or a jet fighter flight. With more than 2500 RedBalloon Day experiences in our range, we are passionate about giving pleasure and ultimately impacting organisations large and small. And, were committed to changing gifting in Australia forever.

    Naomi Simson CEO (Chief Experience Officer), RedBalloon Pty Ltd National Telstra Business Woman 2008 (Innovation) naomisimson.com

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    why do we have the answers?Over the past eight years we have sent Australians and New Zealanders on more than 500,000 amazing experiences and have been asked a lot of questions along the way, ranging from How can I get people to change their actions? to What do disengaged employees really cost my business?

    Having worked with more than 1,400 companies, from large blue chips to small owner operators, we understand how trends are evolving in the workplace, how employees like to be treated, the effectiveness of incentives and the importance of building an employer brand. Every organisation is different and our experience enables us to develop a unique solution that embraces technology and includes the essential ingredient FUN!

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    As recognition and engagement specialists we practice what we preach, and in October 2008 RedBalloon were awarded an independent employee engagement score of 97% by Hewitt Associates. With the average for Australian businesses at 54%, it is our mission to help other organisations to motivate, reward and engage.

    Quite simply,

    happy people = happy customers = happy prof ts

    The Little Red Book of Answers contains some gems, both from our own experience and research as well as from the experiences of other organisations. This book will successfully help you identify, plan and develop strategies for your organisation, whether you are looking to engage staff, incentivise distributors or woo clients. All resulting in Happy Profits!

    i

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    creatinghappypeopleIt is true; happy staff will create an environment for happy customers and ultimately that means great profits. So what makes for happy staff and how do you keep them happy? We get asked questions on this subject more than any other, and so over the next few pages well share the answers with you.

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    The motto of successful CEOs: People

    First, strategy second

    Ram Charan, Author of Boards at Work

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    Q1 What does todays workplace look like?There is a melding between the work week and the weekend. When we are asking so much of our people, work needs to be far more fulfilling to keep them engaged and focused.

    Naomi Simson, CEO, RedBalloon

    Q2 What are employees looking for?We all want A Graders working in our business. We want people who are focused and are prepared to give their discretionary effort. No matter the economic climate, there is a finite number of great people and we want them working harmoniously and productively for us.

    Naomi Simson, CEO, RedBalloon

    Q3 Why do people leave an organisation?One in three people leave an organisation because they feel that they are simply not recognised.

    Research by Success Corner Pty Ltd. www.successcorner.com.au

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    Q4 What does management have to do with happy staff?For six consecutive years stress level, quality of management and lack of feedback and appreciation are the aspects of a job that Australians hate the most.Seek intelligence: 2008 survey of employee satisfaction and motivation in Australia. www.seek.com.au

    If your relationship with your manager is fractured, then no amount of in-chair massaging or company sponsored dog walking will persuade you to stay and perform. It is better to work for a great manager in an old fashioned company than for a terrible manager in a company offering an enlightened, employee-focused culture.Buckingham, M & Coffman C. (2005) First Break All the Rules. Pocket Books

    Q5 Can managers make or break relationships?A 25-year-long Gallup Organisation study based on interviews with 12 million workers at 7,000 companies found that the relationship with a manager largely determines the length of an employees stay.

    Kaye, B & Jordan-Evans, S. (2005) Love Em or Lose Em. Berrett Koehler.

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    Q6 Why does staff loyalty have nothing to do with money?Good news for businesses is that in most cases, staff loyalty in business has nothing to do with moneyIf you dont capture the hearts and minds of an employee, no amount of money will keep them long-term.Denis Orme CEO, Insurance Brokers of New Zealand Robert Half Finance & Accounting (Aug 2005). Retain Staff Without More Cash. Sourced Aug 2005 from xtramsn.co.nz

    Q7 What does a great place to work look like?Combining the survey of 20,000 employees with the analysis of HR practices and CEO interviews has resulted in the development of the Anatomy of a Great Workplace model. Great workplaces come in all shapes and sizes, however they share four characteristics:

    They are values-based organisations with a very clear vision of the future

    They have created a sense of community, where people feel a strong sense of belonging and optimism in the future

    They have development strategies to help realise their full potential

    They have created a performance culture where high standards of performance are set, and demanded

    John Robertson Associates (November 2008) Unlimited Best Places to Work in New Zealand Survey

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    Q8 How does a downturn in the economic climate effect employees?With a slowing economy and uncertainty, employees are looking for greater job security with 55% keeping their eyes open for other options. They expect that finding a job will take significantly longer, and in order to stay need to be rewarded for individual performance.Seek intelligence: 2008 Survey of Employee Satisfaction and Motivation in Australia. www.seek.com.au

    Q9 How important is work-life balance?In Australia and New Zealand 1 in 2 people are not satisfied with their work-life balance, yet 99% of us deem it as crucial to our employment. Excessive workload was cited as the main reason for work-life imbalance.RedBalloon Pleasure Survey Work-life Balance (Nov 2008) From 2,714 respondents www.corporate.redballoon.com.au/go/knowledge-bank/surveys

    Q10 What can employers do to make it easier to achieve work-life balance?Flexible working conditions would make the biggest difference (27%) to enable us to achieve work-life balance. Working from home, coming in early and leaving early, as well as days in lieu are other ways companies can allow their employees greater flexibility. RedBalloon Pleasure Survey Work-life Balance (Nov 2008) From 2,714 respondents www.corporate.redballoon.com.au/go/knowledge-bank/surveys

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    Q11 What impact can stress have on employees?Australians take on average 8.62 days of sick leave/personal leave each year, costing the economy about $26.6 billion per annum in lost productivity ($3,017 per employee). The survey also found that more than 63 per cent of employers indicated that absence through increased stress levels is increasing, and the main reason for this is workload and organisational change.2008 Absence Management Survey, Direct Health Solutions, www.dhs.net.au

    Q12 Do happy employees mean increased profits?The companies that look after their people are the companies that do really well. Im sure wed like a few ot