“Some groups do better than others but what’s key to that is their social connectedness to each other.”

• Margaret Heffernan 

In Heffernan’s speech ‘Forget the Pecking Order at Work’ she underscores how vital social cohesion is to the business process. While last week we looked at how the business process can be organised to maximise the flow of tasks between individuals, the relationship of those individuals will dictate the quality of work finally produced. You can’t have one without the other, so to speak.
 
If we know that social sensitivity is the key to stronger collaborative effort throughout a workplace, then why are business processes still liable to miscommunication?
 
In a Cpl survey, 25% of people pinpointed time constraints as their main work pressure – getting to know one another clearly isn’t at the top of the agenda. This article will discuss how managers can conceptually approach team optimisation, gain feedback and foster a collaborative company culture to enhance productivity.

Are you ready to personalise the workday?

• Know the Value of Social Capital to Your Business 

Social capital is a sociological concept which refers to the social connections which enable a group to function well.
 
To achieve optimal productivity, a connection must be drawn between the quality of staff relationships and a firm’s momentum.
 
In practical terms, this means that time must be given to employees during which they are free to socialise with one another because social capital compounds with time.
 
Teams that work together for longer become more efficient with the consolidation of trust.
 
Your HR team is in a prime position to set time aside for staff to kindle personal connections, relationships which will facilitate the real candour and openness you need to add value to your projects.
 
 

• Clear Fear 

In order to have a productive team, everyone’s perspective needs to be genuinely valued and hierarchy must be dismantled to some extent.

Managerial staff can forge a culture of open and honest communication by admitting your own mistakes, admissions which will make your staff much more likely to see you as a colleague first and approach you for help.

Allowing individuals to self-manage meetings will further build trust and will showcase your ability to trust in others and to remove yourself from certain projects.

You can, however, liaise with the chairperson to ensure equal time is given to each individual so no one voice dominates the conversation.

By promoting this principle, you will cultivate groups which are highly attuned to one another to best facilitate the free development of ideas, so time isn’t wasted and teams don’t hit a dead end.

Finally, asking staff for anonymous feedback on your HR policies is a further step you can take to demonstrate social sensitivity, a quality in you which they will respect.

• Organise Team Events and Meaningful Ones!

Team-building can often become a tokenistic annual event rather than a meaningful initiative to help your staff not just break the ice but shatter it! While team days out can help people to mesh, it can be something of a one-hit wonder. 

In Sweden, people take part in Fika on a day-to-day basis, an important concept in Swedish culture which sets aside time each day for friends or colleagues to share a cup of coffee or tea together with something to eat.

In Ireland, small pleasures such as this are often seen as an inhibitor to productivity whereas in Sweden they see them as essential moments of ‘collective restoration’.

These small windows of time are missed opportunities for staff to benefit from taking a pause and foster real relationships with co-workers.

Why not establish the coffee break as an integral part to the day as much as work? It makes good business sense: your company will have a more interconnected team and one which feels less overworked and more creatively ready to take on tasks together.
 
In Sum
 
Staff relationships aren’t just niceties of the workplace, they are vital to productivity.
 
Leadership as a solo act needs to become a thing of the past and we need to redefine it as an activity in which employees aren’t afraid to contribute their best effort.  
 
Through the clean-cut delegation of tasks, openness to HR reviews by staff and the institution of group breaks, we can leave behind the vestiges of the rat race mentality which serve to derail business productivity and staff happiness along with it.
 
It is only when we accept that everyone has value that we can genuinely invest in team activities and engage in active listening to make sure teams produce their best work, productively!

​In business, we’re often in a rush for results – it’s time to go back to basics.
 
As your company grows, everything becomes accelerated and that can mean losing sight of the bigger picture.
 
With 18% of workers reporting workplace absences due to stress, anxiety and depression, we must look internally to find the inner workings of the workplace which contribute to undue pressure.
 
The business process is the backbone of every company and if all levels of staff are not adequately in tune with what that is, it is liable to disrupt your staff’s well-being as well as your business prospects. 
 
What state is your Business Process Management (BPM) in? How can HR help?
 
 
The In-Betweens of the Business Process  
 
A business process is a set of linked tasks which culminate in the delivery of a service or product to a client.  
 
Due to the connected nature of the business process which joins employee to employee and department to department, staff communication is key to upkeeping its fluidity.
 
Process maps are outdated in that they don’t draw attention to one of the best opportunities for communication; the hand-off.
 
Variation in the way processes unfold will require effective communication between the sender of the information and the recipient.
 
To avoid the inevitable frustration of lacking information, a hand-off agreement, devised by your HR department is advisable.
 
This is a document which clearly states what Person A should send to Person B to effectively communicate information which is essential to the completion of a task.  
 
Planning
 
Curating all stages of the business process will protect your staff from excessive agitation and ultimately optimise your company productivity.
 
One way to plan the business process effectively is supplying staff with formal documentation which will act as a model for effectively managing tasks they undertake and pass on.
 
Creating a digital repository with information on all stages of work and the associated documents relevant to that activity offers clarity to staff about their allocated tasks.
 
By creating a shared space online where interactive resources are made available to staff, process ‘black holes’ in which the company is dependent on one individual for specific information are less likely to occur.
 
Having one authoritative source on the business process complete with a search option to locate specific information, your staff will have a key resource to draw upon in times of confusion. This will free up your HR team to focus on what really matters – your personnel themselves.  
 
​Strategic Leadership 
 
Strategic Leadership begins with a holistic approach to your business process.
 
Your vision can become intangible in the flurry of day-to-day work activity if it isn’t articulated effectively. 
 
Clarifying your vision and setting short- and long- term objectives will help your staff engage with your process with your overarching business objective in mind. 
 
You could consider writing a mission statement to make it easier for staff to keep your vision in mind during the business process, thereby improving its efficacy.   
 
Leadership is about active involvement with the business process, but it is also about allowing others to take responsibility.
 
The business process is a stepwise operation for a reason; delegate to staff that you trust.
 
Rather than sending a request to an employee directly, delegate to the manager of the department to pass on the workload as they see fit.
 
They are likely to know more about the current strengths and workloads of employees and allocate tasks with those variables in mind.  
 
Consider setting up a system of anonymous feedback or monthly one-on-ones between employees and managers; make a review of your business process management the norm.
 
 
In Review
 
The business process is the lifeblood of your company and requires care and attention to upkeep the quality of the product or service you wish to produce. Your HR department can help to deliver an effective process in line with your business strategy.
 
To avoid undue stress and tension among staff, create online resources which adequately explain the business process for staff.
 
By compiling a hand-off agreement, you can manage the transition of tasks between employees and forestall miscommunication and delays.
 
Finally, with great leadership comes great delegation; pass on responsibility to appointed managers to ensure that tasks are in the hands of those most equipped to complete them at any given time.
 
Updating your business process consistently will not only pay dividends for your productivity levels but also for your staff well-being.  

Communication – clear and concise – is undoubtedly one of the most important aspects of a business. Without the ability to interact in meaningful, precise ways with customers, consumers and companies, businesses are likely to struggle. We, as HR professionals, understand how communication shapes not only how a business runs, but also employee satisfaction and employer branding.
 
While everyone can agree on the necessity of effective communication in the workplace, the style and substance of that communication varies greatly from company to company and, indeed, department to department. Let’s cut to the chase. Put simply, there’s too much jargon used in our workplaces today and it’s having a detrimental effect on employee performance, engagement and possibly even talent acquisition. Let me explain.

What is Workplace Jargon?

‘Blue-sky thinking,’ ‘drink our own champagne,’ ‘push the envelope’ - the list of idiomatic phrases commonly used in the workplace is seemingly endless. Jargon can be found in any business and is often used when there is a need to express a goal or an aim. We have all at some stage come in contact with, or used – willingly or unwillingly - jargon in the workplace.
 
Of course, it’s not always a phrase – it can also be a single word. Synergy, for example, is a term that is often bandied about in business as a flashy way of referring to good cooperation. Just so that we are all on the same page (excuse the jargon), here are definitions for the first three terms:
 
Blue-sky thinking: An idea or vision that doesn’t necessarily have a practical application.

Drink our own champagne: Seems to be a very convoluted way of saying a business will use the same product it offers to its customers.
 
Push the Envelope: To go outside of ones comfort zone.

While this may all seem a little pedantic, the truth is that workplace jargon can have a negative effect on your business, precisely because of its lack of substance.
 
What’s the Problem With Jargon?
 
If, like me, you didn’t know what one, or more, of the last phrases meant, well, that’s exactly the problem with workplace jargon. With so many different words and expressions being used in the workplace, and on company websites, it can be very hard for anyone – be it a customer or an employee - to discern exactly what is being said. This lack of clarity has the potential to create all sorts of business problems.
 
Firstly, employees can get so caught up in the use of these words or phrases and the meaning behind them that the fundamental task at hand is forgotten. Take brainstorming as an example. It’s all well and good having a ‘brainstorm,’ but what is the actual purpose of it? Make sure buzz words are at least substantiated with real, clear and easily understood aims. Don’t get caught up in the jargon and loose sight of what’s really important.
 
Secondly, abstract buzzwords tend to lose people’s engagement and can even make them more sceptical about what you are saying. It makes sense. The more phrases used in a meeting or on a website that are complicated, convoluted and rife with jargon the less likely you are to either understand or even continue listening to what is being said.
 
Finally, in HR, especially when dealing with contracts, disciplinary actions and dismissals, language is crucially important. In the worst case scenario, using the wrong language, interacting in the wrong way, or trying to be smart with buzzwords, could land an employer facing an unfair dismissal charge. Especially if the employee has not fully understood why they are being dismissed. In a nutshell, workplace jargon clouds real meaning, and may even be used as a tactic by an employer who is trying to avoid saying things straight. Be on the look out – don’t let people’s workplace jargon pull the wool over your eyes.
 
What Can Be Done? 
 
Workplace jargon can be tough to get around. The most obvious way of overcoming the buzzwords is by ignoring them. However, ignoring can only go so far, because, to a certain degree, employees have to listen in order to do be doing their jobs effectively.
 
Therefore, perhaps the best way to combat workplace jargon is to demand clarity. Do not let workplace jargon get to you, ask questions relentlessly and ensure that goals and tasks are adequately defined. Maybe then, those who use too much workplace jargon will get the picture and cut it out. After all, the less abstract the explanation, the more concrete the action.

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Rock? Classical? Pop? Or just silence? The jury’s still out on what kind of music, if any, should be listened to in the workplace. With many job postings now boasting access to great office playlists or the chance to pick the songs on certain days, employers are catching on to offering music as an office perk. There’s no doubt that in life, lots of us enjoy a good tune. However, whether that can, or should, translate into the workplace is another question entirely.

While this may seem like a non-topic, having tunes on in the office has the potential to increase employee wellness, making staff happier and more productive. But that’s not true for everyone. In fact, some people find themselves too distracted if music is blaring, or unable to concentrate even with a little background noise. As with many workplace issues, it’s all about striking a balance. So, here are 4 important points for employees and employers when it comes to listening to music in the workplace.

1. The Psychology Behind It
 
First and foremost, let’s talk about the psychology behind music in the workplace. Neuropsychologist, Dr. David Lewis, explains that music is a good management tool to be used for increasing the efficiency of your workforce and their mental wellbeing. One study back in 1972 even found that factory workers performed better when happier, upbeat music was played.

That being said, for some, music can be a distraction they can do without. Music also has the potential to trigger emotional responses in many people, especially songs with lyrics. To get around this, employers may choose to play instrumental songs, or indeed songs in a foreign language that mean nothing to those listening. This may avoid employees losing concentration and help them to focus on the task at hand. Alternatively, some suggest that it may be detrimental to listen to music while trying to complete tough, complex tasks. In this case, silence may be the way forward. At the end of the day, this all comes down to personal preference. If a consensus cannot be reached among employees, no music at all may have to be the solution. 
 
2. Think of the Genre

If you are going to pipe tunes around the office, it’s good to have a serious think about what genre you want to focus on. Maybe you want to find an eclectic playlist to try and fit in with everyone’s taste. Or, maybe you want to put the foot down and say that classical music is the only way to really focus the mind. Of course, the style of music you choose may depend on the workplace environment. No one is going to be pumped up in a gym by Beethoven’s 5th symphony and, equally, an IT consultancy may not want to play the latest trance tunes. Try to find a music genre or playlist that fits your office mood and the people you employ. What’s the best way to do this? Ask them.
 
3. You Might Need a Licence
 
Yes, you read that right, believe it or not, employers may need a licence to play music publically in the office. Here in Ireland, a PPI licence is required if you, as an employer, use copyright recorded music in public. Equally, in the UK, employers need a PRS for Music licence. These are in place to ensure that both record companies and performers are being fairly paid for the use of their music. There is a wide range of premises where the employer/owner are required to have a PPI licence – from shops to nightclubs to swimming pools. Be sure to check if your business requires a licence before putting the record on. 

4. Get The Level Right or Use Headphones
 
Finally, it’s really important that not only the genre, but the sound level of the music is appropriate to the office. Remember, you don’t want to drown out teams of employees working together with loud music. Alternatively, workplaces may want to opt for no music being played publically in the office, but instead to allow employees to listen to music personally using headphones. The downside to this is perhaps a loss of interaction between employees on the office floor – yet it may also cut down the office chit-chat. Again, it’s all about finding what suits your business environment and your employees best.
 
Undoubtedly music in the workplace can contribute to a positive company culture, a strong employer branding, and has the potential to improve workplace productivity. Just be sensible with the policy you enact, get a licence if required and make sure employees are happy with the choices you make – especially if you are in charge of the playlist.
 
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Flexible working hours are all the rage. Nowadays, perhaps more than ever, workers are constantly trying to juggle work/life commitments. Offering flexible working hours is one of the most effective ways to help employees enjoy a healthy work/life balance. Both employers and employees are benefiting more and more from flexible working arrangements, which can increase productivity, promote happiness in the workplace and generate a strong company culture.
 
As work becomes more feasible from a laptop or tablet and many employees, especially millennials, prefer being given the choice to work remotely, it is becoming increasingly more popular, sensible and beneficial for employees to offer flexible work arrangements. Currently, however, there is no Irish law in place in that allows all employees to apply for flexible working arrangements, unlike in the UK. Instead, here in Ireland, flexible working hours are at the discretion of the employer.
 
A few years back I wrote an article offering up 5 points to consider regarding introducing flexible work arrangements. Since then, many more people have either opted for, or are considering, flexible working arrangements and the number is only rising.  So, it’s time to revisit this hot topic and shed some light on the types of arrangements employers and employees might wish to consider.

What are the Options?

There is a whole host of ways employers can offer flexible work arrangements. The key is to choose the policy, or indeed policies, which best suit your organisation and its needs. Here are a few of the most common arrangements companies may choose to offer:


Flexitime: Flexitime allows workers to work when they want, so long as they complete the total number of hours they have agreed to. In other words, instead of working a regular 9am - 5pm, employees may want to work 8am-4pm or 10am - 6pm to allow them to better manage other commitments. From an employer’s point of view it’s like saying, “I don’t mind when you do the work, as long as it’s done.”

Compressed Hours: Slightly similar to flexitime, however under a compressed hours arrangement, employees are likely to work longer days in order to make up the hours to take one day a week off. Again, as long as the agreed hours are completed, employers are happy.

Job Share:  Job sharing is perfect for those people who wish to cut down their hours and become part time workers. Of course, it relies on finding someone else in your organisation who wishes to do the same thing and communication between the two parties is essential to ensure workers are on the same page and tasks are not being done twice.
 
Contracted Home Hours: This is becoming more and more popular, especially for those people with young families. Working from home allows employees to avoid potentially costly commutes, and with personal laptops being used more and more for work, there’s no reason why contracted home hours can’t work for those who desire it.
 
The Super Flexible: This arrangement, although perhaps the least common, is definitely worth mentioning. Some organisations, particularly start-ups, operate a very flexible arrangement with their employees wherein they can work from anywhere, at anytime. Again, there must be a commitment to the number of hours completed and strict deadlines should be in place to ensure work is completed on time.
 
One final point for employers to note is, whatever arrangement, or arrangements you opt for, make sure it’s available to all employees. Do not give preferential treatment to one employee over the other, unless there are extenuating circumstances, as this can create an imbalance in the workforce and leave some employees feeling dejected. Importantly, flexible working hours are not for every organisation, nor are they for every employee, so consider carefully what’s right for you and your company.
 
The fact of the matter is that everyone works differently. Some people prefer to be in an office environment, bouncing off other employees, others prefer to work late in the evening from the quiet of their own home. Finding out what suits your employees best and gives the best results for your business is a tricky, but worthwhile task.
 
At the end of the day, when it comes to flexible working arrangements, it all comes down to trust. Employers need to trust their employees to get the work done effectively and to the best of their ability, regardless of the arrangement they have.

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There’s been a lot of talk lately about the challenges facing businesses across Ireland in attracting and retaining the very best employees. The economy is growing and the pool of talent is shrinking daily, and every business advisor and HR expert is keen to offer their two cents. Indeed, I’ve written a number of pieces on the topic.

However, this article looks at the less popular but equally (if not more) important issue of dealing with problem employees. You know the type, they always miss deadlines, refuse to take on any more than they absolutely have to, and ultimately drain the motivation and productivity of the whole team.

Research conducted last year by Northwestern University’s Kellogg School of Management and Cornerstone OnDemand revealed that, replacing a problem worker generated almost four times the value of hiring a top performer. According to the research, replacing a toxic employee with an average one produces almost €13,000 in cost savings. Even super star employees – those in the top one percent of all workers – only bring an extra $5,300 in value by doing more work than the average employee, which just demonstrates the necessity of paying attention to both ends of the employee spectrum.

Firing an employee – even a blatantly negative one – is a difficult process and, despite your best efforts can still damage team morale. Before deciding if a problem worker should go, I would always recommend addressing the issue head-on in a bid to correct their behaviour. Quite often, with a little support and the right approach, these heel-draggers can become your biggest heroes. The infographic below, courtesy of cloud communication company GetVoIP, helps describe some of the most common toxic employees and offers tips on how to deal with them.

If you do find yourself in a situation where there’s no other option but to go down the route of terminating an employee’s contract then ensure you follow your company’s policies and procedures to the dot, otherwise you may find yourself before the employment equality tribunal for unfair dismissal.

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David Bell is Managing Director of The HR Department, outsourced human resources specialists for Irish SMEs.
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At the start of this year we conducted a survey looking at the impact of social media in the workplace, employers' concerns and how they are dealing with the ever more blurred area of social media. We are delighted to announce that the research was revealed in an Irish Times article towards the end of the month, which you can read below. If you have any concerns regarding your company's social media policy and guidelines, feel free to get in touch.

Almost all Irish companies now use social media to promote their business, but just 19 per cent of them monitor usage despite concerns about it being used inappropriately by employees, a new study shows.
The survey reveals that 83 per cent of businesses have embraced platforms such as Facebook and Twitter, although only a third has restrictions in place.
According to The HR Department study of 420 small and medium-sized companies, 80 per cent of firms allow some or all of their staff to access social media sites for non-business purposes, even though 59 per cent aren’t sure of the benefits of doing so.
Some 57 per cent of firms surveyed said they worried about the impact of social media on productivity levels, while 41 per cent expressed concern about possible damage to their reputation.
Almost a quarter of companies who responded to the survey said they were afraid of confidential information being exposed on social media.
While businesses are concerned about employee use of Facebook, Twitter and other services, 73 per cent of Irish companies do not provide training on social media use and policy. In addition, a quarter of all businesses surveyed did not know what their social media policy covered.
Less than half felt their companies had enough experience to deal with HR issues relating to social media use, the study finds.
It also shows that 15 per cent of employers have had to take disciplinary action against an employee in relation to misuse of social media.
 
Copyright of The Irish Times Ltd.

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​Social media and smart technology pervade almost every element of our lives today. We check our phones for updates almost reflexively and we share some of the most intimate moments of our lives through a host of applications.
​
It’s not just our personal lives that have been effected by the rise of Facebook, Twitter and their ilk. At a highly positive level, social media continues to permeate into the business world as marketing teams endeavour to engage with their consumers, and industry experts – dare I tar myself with that brush – share their knowledge with the public.

While it might not grab the same headlines as the big, glamourous success stories, social media has a profoundly negative impact on productivity, not just for Irish businesses but right across the globe. At home, a survey by CPL in 2015 found that one in seven employees spends more than an hour a day on social media unrelated to work.
In real money terms, that means you’re paying those employees over €3,500 to play online, based on the median Irish salary of €28,500. Time wasting is a big concern for business owners. Research we conducted earlier this year revealed more than half (57%) of Irish SMEs worry about the cost it has on their business.

Taking Action
Unfortunately, there’s no easy fix to the problem. In the past bosses tried blocking certain websites on work devices. Sure, if you state in your social media policy that using a work device for personal purposes (during working hours) will be treated as misconduct, then you can enforce it, as was the case in Romania in 2015. Equally, from this case, the European Court ruled that employers can snoop – within reason – on their employees’ private correspondence.
However, the explosion of smart phones and tablets makes such practices next to impossible to monitor and enforce. All an employee, who doesn’t want you peaking over their digital shoulder, need do is bring their own personal device to work and stay of the company Wifi.
As employers, we must accept that like the proverbial watercooler, personal social media and online activity are just part and parcel of having staff. However, there are steps you can take to limit the amount of time wasted by staff.

1.Introduce a Social Media Policy
It might sound obvious, but research we conducted earlier this year found that less than a third (27%) of Irish SMEs have a social media policy. While it won’t eradicate the issue, it will at least provide a guideline for employees on what is considered acceptable by the company, what is not and the measures that will be taken where the policy is breached.
Your social media policy should go beyond just issues of inappropriate non-business use, including but not limited to:

• Content ownership
• Harassment
• Comments regarding the company, employer or employees
• Misuse of confidential information
• Data protection

Furthermore, such a document is crucial should you ever have to take disciplinery action against an employee. In fact, it could be argued that it was its social media policy that resulted in a favourable judgement for Scottish Canals in the UK from the Employment Appeals Tribunal last year, when they fired an employee for posting offensive comments on Facebook.

2.Challenge Staff
One of the biggest reasons given by employees for messing on social media during work is ‘boredom’ and ‘not feeling challenged’. Remedy this problem by making sure you’re giving staff enough work to keep them busy, that the work is worthwhile and they buy-in to the importance of the contribution they’re making.

3.Focus on Goals, Not Time
Shift the focus from being in the office from 9-5, to completing tasks within a specific time frame. As I mentioned, stopping employees from checking their personal accounts is virtually impossible. A goal oriented approach ensures they know what needs to be done and when it needs to be done by. Additionally, it will encourage employees to tick each task off the list if they know there’s some well-earned down time to be had at the end.
 
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David Bell is Managing Director of The HR Department, outsourced human resources specialists for Irish SMEs.

​Dysfunctional teams are the bane of many businesses. They dampen staff morale, drain company resources and kill productivity. It’s no wonder team building gets such a large slice of the HR budget.
It’s likely that even the greatest businesses, with the best will in the world, have at some stage or another run into trouble with a dysfunctional team. The most important thing is to address the issues head-on as early as possible. Believe it or not, to do this you don’t need to spend thousands on staff getaways and cheesy workshops.
Below are three very simple steps every business owner and team leader can action today to take their team from messed-up to magnificent.

1.Provide Clarity
Some of the most common reasons for a team not functioning well include things like a lack of direction, mistrust and a lack of involvement. These, in general, are all problems that can be overcome by providing greater clarity. That’s clarity in your vision and goals. Clarity in how those goals will be achieved. Clarity in the role each individual will play.
 
2.Accountability
Few things cause dissent in a team like someone not pulling their weight. Once each member of the team knows the part they play, they must take ownership of that element, and be held accountable for its success.
 
In the same way staff should be praised for their hard work, those that are slacking should also be called out and held accountable. Of course, such matters should be handled discretely, in an honest and frank manner, providing constructive criticism.
 
Performance reviews are an extremely useful in providing an opportunity to understand how the team is functioning and discuss the positives and negatives of an employee’s contribution at a one-to-one level.
 
3.Promote Collaboration
A productive team is one that works together to realise the ultimate goal, not a group of individuals in competition with each other to hit their personal targets. For team harmony and efficiency, leaders must shift the focus to team goals, where individuals, departments and even different regional offices, work towards an overarching goal that has been clearly defined.
 
Shared incentives can be particularly effective as they encourage team work and greater accountability. Just be sure everyone is committed to the task at the outset.
 
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David Bell is Managing Director of The HR Department, outsourced human resources specialists for Irish SMEs.