Catherine Mattice's Blog, page 6

FREE WEBINAR: Getting Leadership to Listen to HR

Do you ever feel like you’re pouring your heart into your work, only to have it go unnoticed? 

As an HR professional, you’re tasked with and excited about creating a positive workplace, solving complex issues, creating and implementing strategies, and driving organizational change.

Yet, your ideas and initiatives get drowned out by the constant buzz of daily demands.

Compounding the issue, only 46% of business leaders view their organization’s HR function as strategic, compared to 67% who see finance and 60% who consider supply chain as such. This perception hinders HR professionals from being recognized as key strategic partners within their organizations.

It’s tough when your well-researched policies and your suggestions based on HR industry best-practices are ignored or overlooked. You might find yourself facing the frustration of having your plans for improving the culture sidelined, while urgent issues like a key-employee quitting take priority. Now you’re disconnected, and you’re working hard but not making the difference you know you’re capable of.

We hear this frustration all the time, so we’ve got a way to help shift things in your favor. Our upcoming webinar, “Getting Leadership to Listen to HR” happening on August 28th at 10am PT / 1pm ET. 

This session will provide practical strategies to break through the noise and make your voice heard. We’ll explore ways to effectively communicate your insights, align your goals with leadership’s objectives, and gain the support you need to drive meaningful change.

Register now to reserve your spot and get ready to transform your approach to leadership communication. Attendees will earn 1 SHRM credit and gain access to exclusive resources designed to help you succeed.

Don’t miss this chance to amplify your impact. See you there!

The post FREE WEBINAR: Getting Leadership to Listen to HR appeared first on Civility Partners.

Out of Sight, Not Out of Mind: Employee Disengagement in Remote Work (And 5 Strategies to Overcome it)

Remote work is here to stay and has completely changed how we do our jobs. While offering the flexibility and convenience that many employees love, it also brings its challenges. One of the biggest could be employee disengagement. 

Since this is a hot topic online, we thought we’d dive into it. 

Gallup’s 2024 research report states that fully remote workers are more lonely than those fully on-site (25% versus 16%, respectively), but as far as I could tell, the report doesn’t necessarily address the question of whether that translates to employee disengagement. 

On the other hand, this HBR article from 2022 is entitled, “No, Remote Employees Aren’t Becoming Less Engaged”, while this 2023 article cites research indicating remote workers say their well-being and happiness has improved since working from home, along with their focus and productivity due to being in a better work environment with fewer interruptions. 

I wonder if part of the issue is a lack of clarity on the definitions of engagement and disengagement. While Gallup defines engagement as, essentially, enthusiasm for the workplace, we’ve concluded that engagement is made up of three components (based on our 15 years of client surveys):

Inspiration, which refers to being inspired by the organization’s mission, the team, the leaders, and the job responsibilitiesEfficacy, or being appropriately challenged and set up to achieve successFit, or whether or not one believes they belong (e.g., included, heard, valued)

No matter the definition you use, another challenge to pinning disengagement on remote work is that no one factor creates disengagement. It could be a combination of a not-so-great manager, that the organization makes efficiency challenging due to outdated technology, an annoying teammate, and a host of other factors. 

No matter what, we can all agree that remote work presents communication and relationship-building challenges, even if it’s not the main reason for disengagement. 

 

Recognizing Signs of Disengagement in Remote WorkersEmployees who used to actively participate are now quiet.  Lack of participation can signal that they no longer feel involved or valued.A noticeable delay in responding to emails or messages.A drop in the quality of work or missing deadlines.Team members are no longer suggesting ideas or volunteering for projects.Frequent, unplanned absences or late logins to meetings.Fading out of projects or meetings without communication or explanation.Climate assessment survey scores highlight that people are not inspired to do their best at work, or are not connected to their team.

 

Strategies to Engage & Retain Your Remote Employees

 

Cultivate Rituals and Traditions

Just as physical workplaces have their rituals (think morning coffee chats or Friday team lunches), remote teams benefit from establishing their own traditions. Here at Civility Partners, where all of us work remotely, we have “impact lunches” at the end of each month. During these lunches, we share where we’ve seen our own impacts on the company internally or on our clients’ workforces, or how our teammates have impacted us. Of course, we’re also sharing impacts our co-workers have had on us personally, whether due to solving a client or organizational issue or something more personal. These moments help us stay connected and reinforce our shared values.

 

Be Transparent and Inclusive

In a virtual environment, transparency is foundational to trust and inclusivity. Sharing openly about your own decisions, challenges, and successes creates a culture of honesty and mutual respect. Plus, inclusive practices make sure every team member feels valued and heard, no matter where they are.

My LinkedIn Learning course on Fairness for Managers highlights that one way to be transparent in making decisions, for example, is to be very clear about the goal. If a manager is seeking feedback but will make the ultimate decision, they should say so. This is in contrast to the times a manager may be seeking to make a collaborative decision with the team. Either way, communicating the goal is key so that when ideas are shared but not acted upon, the team already knows why. 

 

Ensure Work-Life Balance

Remote work can blur the lines between personal and professional life. To avoid this, encourage your team to set boundaries, take regular breaks, and prioritize their well-being. On the same token, talk with them about their needs for scheduling and flexibility, and honor them. For example, I am not able to take meetings until 9 am on certain mornings because I am a single mom. My team knows not to put meetings on my calendar before then, and I feel supported and understood by my team. 

A healthy work-life balance can prevent burnout and keep employees engaged. To see where your organization stands, take this 10-minute work-life balance survey and share the results with your leaders to take action.

 

Gather Feedback and Act on It

Regularly solicit feedback from your remote employees about their experiences and challenges. This ties into the tip above, where being transparent yourself will lead to transparency from your team. If you want honest feedback, you have to be honest and trustworthy. If you want to be seen as trustworthy, you have to listen, be empathetic, sometimes vulnerable, and open-minded.

Of course, you also have to act on the feedback or let people know why you cannot act on it. This shows that you value their input and are open to making positive changes whenever you can. 

 

Be Intentional in Communication

Recognizing that we’re not accidentally running into each other in the kitchen or popping into each other’s offices unannounced, we have to be intentional about how and when we communicate. The spontaneous interactions that happen in a physical workspace are hard to replicate, but not impossible. This means making use of various communication tools that fit the purpose, such as video calls for face-to-face interaction, chat apps for quick questions, and emails for detailed information.

Employee disengagement in a remote work environment is a challenge, but it’s not impossible to overcome. Navigating organizational culture remotely takes intentionality, creativity, and a strong commitment to fostering connections. 

And that’s where we come in. We help organizations bridge these gaps by understanding your culture and employee sentiments through a climate assessment. Then, we work with you to implement action plans that create a thriving remote culture, keeping your team connected and engaged.

Remember, out of sight should never mean out of mind. Keeping your remote employees engaged is an ongoing process that requires attention, effort, and genuine care.

PS: Mark your calendar for our next FREE webinar, “Getting Leadership to Listen to HR” on August 28th, 10am PST. We’ll be sharing tips and tricks to help you get leadership support and make real changes in your organization. Hope to see you there!

 

Wriiten by: Catherine Mattice & Jennifer Areola

The post Out of Sight, Not Out of Mind: Employee Disengagement in Remote Work (And 5 Strategies to Overcome it) appeared first on Civility Partners.

Make a Positive Impact & Earn $ With Civility Partners

You read our blog every week because you care about an inclusive work environment for all individuals at all levels. Either you consult in a similar space, or want to have an impact on your own workplace.

For the past 15 years, Civility Partners has been on a mission to transform workplaces into environments where positivity and respect flourish. To that end, our dedicated team of facilitators, coaches, and consultants works tirelessly across the globe, helping organizations create sustainable behavior and culture change.

And, we’ve done wonders so far. The organizations we’ve worked with can attest to that. (Hint, there’s case studies at that link.)

One sticking point, however, is that HR has a hard time addressing toxic leaders head on because they can’t get permission from their leadership to do so. Leaders are afraid to address the behavior for fear of losing a high-value employee who gets results.

When leadership does agree to get the toxic leader some coaching, we hear that many executive or leadership coaches don’t want to take these clients on – or worse, took the client on without the ability to make an impact.

Indeed, these toxic leaders need specialized coaching from someone who knows how to help them make significant changes in their behavior.

That’s where our transformational coaching program comes in.

To extend our impact, we’ve created a referral program for those who believe in our mission and want to help other organizations benefit from our very niche coaching expertise. By referring clients who want to coach their toxic, uncivil, or bullying leader, you can earn extra income while making a positive difference.

Check out this flyer for more details.

If you want to learn more, meet with us to discuss, or get your questions answered, just respond to this email and we’ll get you what you need.

You’re also free to check out this case study, and this one too.

We can’t wait to partner with you in order to have the largest impact possible around the globe. Our vision is, after all, a world where every employee at every level is treated with civility. 

PS: We’re conducting a webinar on “Getting Leadership to Listen to HR” on August 28th, 10am PST. Join us to explore strategies for gaining leadership support for your culture initiatives. Feel free to invite friends, family, and colleagues who might find this valuable. Grab your seat here!

The post Make a Positive Impact & Earn $ With Civility Partners appeared first on Civility Partners.

How to Coach Abrasive, or Bullying Leaders

Consider that abrasive leaders, or workplace bullies, engage in aggressive behavior mainly because they’ve been allowed to by their own boss, even encouraged to through promotions, accolades and increased pay. 

Their high value to the organization (e.g., sales, organizational knowledge, professional network) means leadership works around them or ignores their behavior for fear that addressing it may end poorly. That is, leadership is worried the leader will retaliate with even worse behavior, or quitting and taking all of that high value to a competitor. 

Failing to address the behavior certainly sends the message that it’s okay, and promoting the individual for their results without consideration for how they achieve them further solidifies the bad behavior.

I’ve found over the years in coaching these individuals that, as you’d expect, they lack social and emotional intelligence. What drives their behavior, however, is that they’re seeking to be seen as highly competent and are therefore focused on results and outcomes. They don’t intend to be a bully – they intend to get results – and the lack of social and emotional intelligence means they don’t understand the impact of their behavior. In fact, these leaders care deeply about the success of not only themselves, but their teams and the organization as a whole. 

I’ve also found some other patterns over the years, including that these leaders have often learned to act this way during childhood or from an organization, and that they’ve been fighting to be seen as competent their entire lives. For example, one coaching client came to the US with no money in her pocket and no ability to speak English, and worked her way into a high-powered role in a pharmaceutical company. Another was the only female and only single parent in medical school, fighting to be seen as equal. Yet another had tried to get into the NFL after college but couldn’t, and the failure had clearly stuck with him.

Thankfully, employers can turn the tides and provide the opportunity for improvement via coaching.

 

Before Coaching Commences

It’s natural to avoid having a direct conversation with someone about their abrasive behavior; they’re high-conflict and aggressive, and the fear of them quitting is real. That never actually happens, though.

Instead, employers must set the stage for success by delivering a clear message about the behavior that must change, and expectations for doing so and by when. A consequence must also be in place to demonstrate that change is required. Otherwise the leader assumes this just another request to improve that they can ignore, because there’s never been consequences before.

I suggest employers state that while the consequence is very real, they know it won’t be needed because they believe in the leader’s ability to change. So much so, that they’re going to invest in coaching.

 

Coaching Abrasive Leaders

Now that the leader is fully aware of the reality of the situation, they need to understand how they’re truly perceived so they can change it. Holding up the mirror is a key step in the coaching process, and the process unfolds as follows:

 

1. Collect Feedback

Begin the coaching process by gathering feedback from peers and subordinates identified by both the client and employer. I first obtain the leader’s permission to interview eight to ten people, whom the client then invites to participate in the coaching process. I also get permission to interview three to five coworkers who have confidentially raised concerns with the employer, and ask the employer to invite those individuals to participate in interviews. These “confidential add-ons” provide additional anonymity in the feedback document provided to the leader, and ensure the scope of perceptions collected through interviews is wide.

 

2. Deliver Feedback

After the interviews, anonymize and organize the feedback into themes for the client to review. This feedback, often 15-20 pages long, highlights specific behaviors that generate negative perceptions. The impact of their behavior is no longer hearsay from the boss or HR, who may have asked the leader to be nicer in the past, but without any real examples or consequences to ensure the message got through. The leader is now faced with the decision to own up to the behavior and change, or accept the employer’s consequence.

Clients’ reactions vary from shock and defensiveness to acceptance and sadness. Initially unaware of their impact on others, the feedback can be jolting. Yet, clients are motivated to engage in coaching because they fear incompetence, and the feedback has underscored their incompetent leadership.

 

3. Engage in Coaching

Much of my coaching program uses the methods of Dr. Laura Crawshaw, a pioneer in the workplace bullying space. One model she uses is the very simple and instinctual idea of “fight or flight”. This is such an easy way to explain behavior – the abrasive leader’s feedback highlights that they are “fighting”, which means they feel threatened (by incompetence). The feedback also highlights that everyone else is “fleeing” by avoiding the leader, creating special processes to avoid them, and so on.

The goal of coaching is to assist the leader in noticing when people flee or fight, assess why they do that (i.e., what they’re threatened by), and adjust behavior accordingly.

For example, one coaching client said no one speaks up in the Monday morning meetings (i.e., they flee via silence). So I asked, “What are they afraid of?” He suggested that they were lazy, or afraid their ideas weren’t good enough. After pointing to his feedback, which indicated he is argumentative and unable to control his emotions, he determined that people were afraid of him. Now he understands the damage his behavior is causing; the team isn’t incompetent, they’re afraid of him.

 

4. Ensure the Abrasive Leader’s Boss is Checking In

Our coaching program includes coaching the abrasive leader’s boss, because the boss has obviously been “fleeing” the conversations needed for accountability. I hold three coaching sessions with the boss, and require that the boss is checking in regularly with the abrasive leader. This shows the leader that the boss is invested, and willing to step out of their own comfort zone to help the abrasive leader be successful.

 

5. Second Round of Interviews

After three to four months of coaching, a second round of peer interviews assesses progress. The feedback highlights improvements in coworkers’ perceptions and identifies areas needing further focus. As before, interview notes are themed and shared with the client in a document.

 

After Coaching

Employers should continue to check in with the leader and hold them accountable to the expectations set out at the beginning. If needed, remind the leader that the consequence is always on the table. 

Checking in is paramount to success because coaching is only a moment in time focused on teaching new habits. Breaking old habits and engaging in new ones will take time – and accountability. 

 

Abrasive Leaders can Change

Abrasive leaders can change with the right support. Employers must enforce healthy and respectful behavior for everyone, including high performers, to ensure a safe workplace. They need to set limits and consequences for abrasive behavior. Failure to do so signals acceptance of destructive leadership styles, which causes distress in employees and harms retention and reputation. 

 

About the Author

Catherine Mattice, MA, SPHR, SHRM-SCP, is the founder/CEO of Civility Partners, a strategic organizational development firm focused on helping organizations create respectful workplace cultures and specializing in turning around toxic cultures. Civility Partners’ clients range from Fortune 500’s to small businesses across many industries. Catherine is a TEDx speaker and an HR thought-leader who has appeared in such venues as CNN, NPR, and many other national news outlets as an expert. She’s an award-winning speaker, author and blogger, and has 50+ courses reaching global audiences on LinkedIn Learning.

The post How to Coach Abrasive, or Bullying Leaders appeared first on Civility Partners.

MIT, Glassdoor, and Deloitte all say people care more about culture than pay: Why aren’t you focused on culture?

Research everywhere speaks volumes. It consistently highlights a significant shift: People care more about workplace culture than their salaries. So, why aren’t more companies prioritizing workplace culture?

 

The Disconnect: Why Culture Gets Overlooked

Here are some common reasons:

Many leaders prioritize immediate financial gains over long-term cultural investments, forgetting that a healthy culture drives sustainable success.Some leaders just don’t see how deeply culture affects employee engagement and productivity.Building a positive culture requires time, effort, and resources, which can feel overwhelming alongside other urgent business needs.Shifting an established workplace culture means challenging the status quo, which can be uncomfortable and create resistance.Leaders just don’t know where to start.

 

Why Prioritize Culture Than Pay?

Bad behaviors occur because the organization allows it to. For example, one of our clients faced a breakdown in trust and rampant negative behaviors in their organization. They noticed subtle signs that things were off and knew they needed to act.

We conducted a comprehensive survey and created a series of tailored action plans. The result? A significant positive shift in behavior. Their net promoter score (NPS)—which measures how likely employees are to recommend the workplace—soared from 80% to 96%.

This shows just how powerful prioritizing culture can be for your organization’s success. Read the case study here.

 

How Focus on Culture Than PayAssess Your Current Culture

Use an employee survey (climate assessment) to understand your current cultural landscape. More than an engagement survey, our climate assessment measures the five constructs of culture: job satisfaction, employee engagement, internal communication, inclusion, relationships, and other areas as needed. Then, we can identify areas for improvement and work with you to fix them.

Download our easy-to-use, 16-question climate assessment for a preview of what we offer.

 

Define Your Values

Core values serve as the foundation for your company’s culture, influencing everything from decision-making processes to interpersonal interactions. Communicate these values consistently and integrate them into daily operations. Here are 50 ideas on how to bring them to life. 

 

Invest in Training and Development

Provide ongoing training that promotes respect, collaboration, and personal growth. Effective training programs help employees develop the skills and mindsets needed to thrive in a positive workplace culture. Check out our most popular training programs here (though we offer more!) 

 

Keep Employees from Running Away

Focus on your culture, and you’ll not only improve your work environment but also secure the future success of your organization. Remember, your employees are your greatest asset. Treat them with the respect and support they deserve, and they’ll reward you with loyalty, productivity, and innovation!

PS: Don’t miss our LinkedIn Live show on Administrative Human Resources tomorrow at 10:30am PST! Gain valuable insights and practical tips to elevate your HR practice. Plus, we’ve made the course free for you to take!

 

The post MIT, Glassdoor, and Deloitte all say people care more about culture than pay: Why aren’t you focused on culture? appeared first on Civility Partners.

3 Reasons Your Hiring Process is Too Lengthy and How to Fix it

Hiring the right person is essential, but a drawn-out hiring process can harm your organization more than you might realize. Missed opportunities, decreased productivity, and losing top candidates to competitors are just a few of the costly consequences. While being thorough in interviews is important, taking too long can be a major setback.

If your organization is finding it difficult to fill positions or keeps losing great candidates to other companies, it’s time to reassess and streamline your hiring process. 

 

Here are the main reasons your hiring process is too lengthy and ways to fix it:

 

1. Hiring Managers are Not Properly Trained

Your hiring process might be dragging on because your managers are not properly trained. They may not know how to conduct interviews that effectively reflect your employer brand and company culture.

What should they say when a candidate asks them to describe the culture? How do they respond to questions about how often feedback is provided to the team? Are they harming your brand – or feeling like they’re being dishonest – by telling candidates how great it is to work there when in fact the culture isn’t so great?

To fix this, invest in comprehensive training for your hiring managers. Equip them with the skills to interview effectively, communicate your brand, and ensure a smooth, engaging process for candidates.

 

2. Lack of Clear Job Descriptions

Vague or overly broad job descriptions can lead to an influx of unqualified applicants, making it difficult to identify the right candidates. They can also deter top candidates from applying. This results in a longer screening and interview process.

Take the time to reflect on the competencies required for an individual to be successful in the role. Then create clear, concise, and detailed job descriptions that accurately reflect the responsibilities, requirements, and expectations for the role. And, update them regularly. 

On a somewhat related note – your list of qualifications should not be as long as this blog post! 

 

3. Poor Communication

Maintain regular and transparent communication with candidates by keeping them informed about their application status, next steps, and timelines. And if they don’t get the job, tell them so. Ghosting candidates because they weren’t chosen means they won’t apply again, or may tell others not to apply either.

We’re certain you want your top choice candidates to be communicative with you, and all of your candidates from not so great to awesome want and deserve the same respect. A positive candidate experience enhances your employer brand and increases the likelihood of securing top talent.

By identifying and addressing these common issues that contribute to delays, you’ll create a more efficient, candidate-friendly hiring process. Streamlining your hiring process not only helps attract top talent but also sets the tone for a positive and professional workplace environment.

For more insights on building a positive workplace and addressing issues in your workplace culture, stay connected with our newsletter and resources!

 

PS: Catherine updated her LinkedIn Learning course, Preventing Harassment in the Workplace and you can access it here for free! If you missed yesterday’s Catherine’s Corner, watch it to learn about the new features of this course and what sets it apart from the previous version.

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5 Skills Your Managers Need (But Probably Don’t Have) to Effectively Interview Job Applicants

Did you know that 76% of hiring managers admit that attracting the right job candidates is their greatest challenge? Why? Because many managers lack key skills needed for effective interviewing. Culture matters to employees, but it’s just as crucial for hiring.

Keep in mind that you’re not alone in searching for the best people, and employees are equally on the lookout for the best workplaces. Keep the application process simple, take interviewing seriously, and focus on building these skills amongst your managers engaged in the interview process:

 

5 Skills Your Managers Need1. Active Listening

Active listening goes beyond hearing what the candidate says. It involves paying full attention, understanding the message, responding thoughtfully, using the right body language, and remembering what was discussed. Many managers fall into the trap of formulating their next question or thinking about the candidate’s resume while the candidate is speaking. This not only undermines the interview but also misses valuable insights into the candidate’s qualifications and fit.

 

2. Emotional Intelligence (EQ)

Understanding and managing emotions is crucial during an interview. Managers with high EQ can navigate through nuanced responses, pick up on non-verbal cues, and create a comfortable atmosphere for candidates to open up. This leads to more authentic and revealing conversations.

 

3. Structured Interviewing Techniques

This ensures that each candidate is evaluated against the same criteria, making the process fairer and more reliable. This includes preparing standardized questions and using a consistent scoring system, while simultaneously coming across as informal and conversational. Many managers lack this skill, resulting in subjective evaluations and potentially overlooking top talent.

 

4. Cultural Competency

Interviewers need to understand different cultural nuances and avoid unconscious biases that can influence hiring decisions. A culturally competent manager can also better assess how well a candidate will integrate into the team and contribute to a positive workplace culture. They’ll look for culture-add (e.g., differences bring value to the culture and the work), rather than culture-fit (e.g., the same as everyone else).

 

5. Time Management

Effective time management during interviews ensures that all important topics are covered without rushing or dragging out the conversation. Managers need to balance getting to know the candidate with respecting both parties’ time. They should not be “winging” these interviews, rather they should go in with a structured gameplan to ensure a productive conversation. 

 

Elevate Your Interviewing Skills with Expert Training

We specialize in training managers to excel in HR functions such as interviewing, onboarding, setting expectations effectively, and all of the skills (and more!) mentioned above. If you’re ready to take your team’s interviewing skills to the next level, contact us today to learn more about our tailored training programs!

Building a positive workplace starts with the right hires, and the right hires start with effective interviewing. Let us help you master these skills to create a thriving, respectful, and productive work environment!

PS: Check out this LinkedIn Learning course that we made free for you: Practicing Fairness as a Manager.

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Concerned about discussions of opposing political views at work?

Election season is here, bringing with it a flood of discussions, debates, and distractions. Add global tensions dominating the news, and it’s easy to see why employees might struggle to stay focused… especially if they have opposing views from their colleagues… and are discussing those opposing views at work. 

Sounds like a recipe for disaster.

Politics and global events spark polarizing views. They just do. And when those views are openly discussed at work, they can quickly escalate into hurt feelings or conflict. Left unchecked, they can evolve into a longer lasting environment of unhappiness, poor morale, and lack of loyalty to the team or organization.

 

Opposing political views at work

So, recognize and address these tensions proactively.

Our upcoming free webinar on Managing Incivility and Conflict in Political Discussions at Work will offer tools to do just that. 

Attend, and take your team from:

Tense and uncivil conflict to respectful conversations and understandingConvincing those with opposing views they’re wrong to truly hearing each other outVenting around people who don’t share their views to maintaining respect for people who don’t share their views

And take your managers from:

Unsure of how to step in or keep the peace to confidently setting expectationsAvoiding bad actors not following the ground rules to coaching them to understand the impact of their behavior on others.

Election seasons and global tensions – and the high emotions that come along with those events – are inevitable, but their damaging impact on your workplace doesn’t have to be.

By taking proactive steps and attending our webinar, you can ensure your team remains engaged, focused, and resilient, no matter what external challenges arise.

Join us on June 26th at 10am PST and receive exclusive resources and 1 SHRM credit! Your workforce will thank you.

Be sure to mark your calendar and attend in person so you can gain real time information and get your questions answered.

Let’s do this.

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3 Savvy Ways to Spend Your Budget Surplus

It’s halfway through the year, and for some companies, the fiscal year is wrapping up, leaving them with an unexpected budget surplus. 

While it might be tempting to funnel these extra funds into new equipment or throw after-hours parties, there’s a more strategic opportunity at hand. Investing in initiatives that enhance workplace culture and address common workplace issues can yield long-term benefits.

 

Determining how to spend your budget

As you decide how to best allocate your remaining budget, consider involving your employees in the process. Ask them how they feel about the organization and what improvements they would like to see. If direct feedback is challenging, consider conducting a climate assessment through an external organization.

If you partner with us, the survey is going to be co-created with you to ensure you’re getting exactly what you’re looking for from the data. The goal of our climate assessments is to complete a comprehensive discovery of where your organization currently stands and what your workforce needs from you. Check out our case studies!

 

Ways to spend your budget surplus:

While how you spend your budget will vary according to your organization’s needs and priorities, I’d like to give you some ideas:

 

1. Take a moment to recognize your employees

Everyone enjoys feeling appreciated. If your company has had a successful year or your team has gone above and beyond, why not use the surplus to reward employees? Recognition can take many forms. For example:

Set aside money for bonuses, event tickets, or gift cards.Present certificates or awards to honor specific achievements.Organize team-building activities to build trust, encourage communication, resolve conflict, and increase collaboration.

Most importantly, ask your employees how they like to be rewarded. Check out our free course on Communicating Employee Rewards!

 

2. Invest in Employee Development Programs

Statistics show that companies with engaged employees make 2.5 times the revenue, and highly engaged employees are 87% less likely to leave their jobs. To boost engagement, ask employees what resources would benefit their professional development. These could include:

Training on recognizing, preventing, and addressing workplace conflicts, harassment, and bullying.Initiatives that promote diversity, equity, and inclusion.Workshop sessions on stress management, mindfulness, and work-life balance.

Also, as we actively promote #CivilityAtWork, your employees could definitely benefit from the free webinar we’re conducting on Managing Incivility and Conflict in Political Discussions at Work, especially since the upcoming election and current global events can spark conflicts.

 

3. Add new technology to streamline processes

Evaluate your current technology stack and identify gaps in your business processes. Investing in managed services and software can have a significant impact on your company’s efficiency and bottom line. Consider which processes in your department could be improved with new technology.

 

Ultimately, 

A strategic investment in your workforce is an investment in the future of your company. By making thoughtful decisions with your budget surplus, you lay the foundation for a workplace that is not only productive but also nurturing and forward-thinking.

Remember, a happy and supported workforce is your greatest asset. The benefits of a positive workplace culture will ripple throughout your organization, leading to sustained success and growth. In the end, being savvy with your surplus isn’t just smart—it’s the key to a thriving workplace.

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Implicit Bias Training That Works

A significant barrier to achieving a diverse and inclusive workforce is implicit bias.

Implicit bias occurs when, for instance, you hear the word “engineer” and immediately assume it is a man, or hear “teacher” and assume it is a woman.

Have you ever been guilty of this? Many of us have, and it’s not because we’re bad people. Our brains are hardwired to make unconscious decisions, creating a direct link between our unconscious thinking and our actions and behavior.

Check out the three types of implicit bias here and what you can do to fix it.

What does research say – does implicit bias training work?

Implicit bias training faces a lot of criticism regarding its effectiveness. However, there is strong evidence that implicit bias training is effective when done properly.

It can be a key part of a comprehensive Diversity, Equity, Inclusion, and Belonging (DEIB) program that brings real culture change to organizations. Notable research includes:

Equality and Human Rights CommissionUniversity of Wisconsin: The Prejudice Habit Breaking InterventionUniversity of Pennsylvania’s Wharton School study

Our own experience over many years shows that implicit bias training works and leads to long-term change when it is part of an ongoing effort integrated into company policies and processes. Organizations must actively engage and not rely on a single training session for lasting change.

Our “Recognizing and Mitigating Unconscious Bias” training helps participants recognize their biases and minimize their impact in daily interactions. This training also addresses microaggressions and other exclusive behaviors using simple, effective intervention methods.

As one of our training attendees said, “Civility Partners provided several great ideas to implement with the staff so that we can keep the conversation around a positive workplace going long after they are gone. I will definitely be using their ideas in future meetings and talking with managers about using them within individual departments.”

If you have questions or concerns, please shoot us a message! You know where to find us. 🙂

Extra resources for you!

Don’t forget to explore our LinkedIn Learning course: “Teaching Civility in the Workplace.” It’s absolutely free using this link! Don’t let this opportunity pass you by!

And lastly, save the date: June 26th, 10 am PST! Tune in to our webinar on Managing Incivility and Conflict in Political Discussions at Work. Attend live for exclusive resources, SHRM credits, and get your questions answered by our expert speakers!

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