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Viewing entries by
Katherine Dowler

       Performance Reviews - Your Survival Guide      That time of year is rolling around again, dare we say those two words… performance review. Yes, we know they can be time consuming and there is a whole lot of paperwork involved, but they have so many positive benefits for your business. Don’t groan and roll your eyes because you don’t know where to start on your performance reviews, check out our survival guide to get you through!      Why Are Some Performance Reviews Flawed?   Performance reviews don’t always have the best reputation. Often employees are simply ranked on a scale of ‘not performing’ through to ‘exceeding expectations’ without much consideration. This system can be flawed as employees can be compared against their peers. Ratings are can be used as an easy out in place of meaningful conversations, and performance based pay increases are almost always based on the ratings.  This causes resentment and hostility towards the process from employees and managers alike.  By having a one on one review process, the results are determined almost entirely by the manager. Some managers are lenient and some are harsh, some pay close attention and some are disconnected, or they can be biased in their opinion if they particularly like or dislike an employee.  It can be a difficult task for disconnected managers to evaluate the performance of a number of employees across a long period of time. So for ease they often rank employees as first, second and third which is not a fair representation.      How Can I Make My Performance Reviews More Effective?   Performance reviews are not about rating your employees, they are about providing feedback on their work and if they are meeting expectations. Use these tips to get the most out of the experience...  ●        Have regular catch ups with your team every couple of weeks to provide ongoing feedback, celebrate wins and deal with negative feedback.  ●        If you choose to conduct an annual review, take notes on employees throughout the year. Reference their great achievements and the areas they need to work on. Highlight especially great work when it is completed, don’t save up your praise for an annual review.  ●        There should never be any surprises for the employee in a performance review. Any deficiencies should be highlighted as soon as possible and the appropriate training given to remedy them.  ●        Don’t use the opportunity as an assessment of the employee but more an open discussion on performance, expectations, and future growth.  ●        You may choose to have official quarterly meetings as opposed to one annual review. This keeps the feedback channels flowing with your employees.  ●        Both employers and employees should be given plenty of time to prepare for a review meeting. Taking the time to reflect and prepare notes will make the process more valuable.  ●        Make sure your employee knows that their hard work is appreciated and recognise areas for advancement. Or if their performance is less than desirable, give them the guidance to improve.  ●        Put personal feelings and views aside during the process and approach it objectively. Treat all employees in the same way.      Considerations for a Performance Review   Before you embark on the performance review process, it is important to take some things into consideration:   Variables   There are so many variables in day to day business. Each day your employees can work with a different team member, or they might work on a different project, expectations evolve, and personal circumstances can affect an employee’s contribution levels. You will need to take all these variables into consideration during your review process.   Multiple Opinions   When reviewing an employee’s performance, it is important to get feedback from all of the people an employee has worked with. It doesn’t just have to be those at management level either, consider how the employee interacts with their peers and subordinates also. This will help determine all of the contributions an employee has made throughout the year.   Consider the Future   Instead of focusing on an employee’s past performance, use the review process as an assessment of what they can work on for the future. This will allow you to use feedback to develop the skills of an employee.     If you need some help with getting your performance reviews sorted, then don’t hesitate to get in touch. At In2HR we are experts in all areas of HR, so can help you nail your processes.   

Performance Reviews - Your Survival Guide

The performance review process is disliked by employers and employees alike. So we have created a survival guide to make your next round of reviews more effective.

       The changing immigration landscape that could cripple a business   It’s certainly been hard to escape the topic of immigration with the amount of press coverage it has received this year.  Over recent years the rate of Immigration has been blamed for a number of economic issues, from the housing crises to putting additional strain on infrastructure and transport.   The government’s response has been to review our immigration policy and start to tighten up on the rate of immigration.  While this may not affect all employers, there are a number of sectors out there who are more reliant on migrant workers than others and will no doubt experience some pain as a result of the pending changes.   So why hire immigrants in the first place?      The industries that will feel the immigration changes the most include the Hospitality, Horticulture and Retail industries.  Countless times we have seen and heard stories from all over the country where these industries cannot find kiwis willing to take up farming, retail or hospitality based roles and therefore find themselves with no option but to hire migrants.  Recruitment searches in these industries will often turn up hundreds of applicants for the roles, however inevitably most of the candidates are visa holders.  There is nothing wrong with this in theory, but for one fact, most of the time migrants are on visa’s which have expiration dates.  This means that visa employees either obtain another visa and continue to work for the same or another employer, or are denied a visa and leave the country.  This creates a cyclic effect for the employer, where they either decide to invest in training new staff regularly, or support their migrant workers (who they have already invested time to train) through the visa application process, and hope that they don’t lose another trained employee.  In previous years the visas were usually provided for a period of 2 to 3 years, however over the last couple of years employers have seen this timeframe contract and in many cases visas are given for a much shorter duration.  During my experience of working in the hospitality industry, we saw visa expiration dates change from 2 years down to 1 year within a very short timeframe.  The hoops employers have to jump through in order to support visa applications is administratively cumbersome, not to mention time consuming and requires careful planning to ensure that the process is started early enough before the original visa lapses.   I guess what I’m getting at is that employers don’t generally put themselves through this unless they have to.  One finds themselves feeling somewhat sympathetic towards employers who are so heavily reliant on the migrant workforce, particularly where genuine effort is made to search for kiwis to do the roles on offer.   With immigration numbers which last year were proportionately triple that of the UK, we will be watching with interest to see how these industries and businesses respond and adapt to the changing immigration front.   Migrant worker exploitation      Immigration gets the blame for so many things, often making it hard to reconcile that Migrant workers can find themselves the victims of exploitation.  We have seen numerous examples of migrant worker exploitation bandied about in the media in the last few years.   A quick google search on ‘migrant worker exploitation NZ’ brings up an embarrassingly sizeable number of examples.  Examples of worker exploitation include; not being paid leave entitlements, being forced to work long hours, living in overcrowded substandard accommodation, not receiving breaks, and being paid below the National Minimum Wage.  As a result of these types of cases, The Ministry of Business, Innovation and Employment have started to crack down harder on employers who breach minimum employment standards and are turning their attention to small businesses and franchise businesses.  April 1 of this year saw some changes to legislation come into effect, giving Labour Inspectors greater powers to impose penalties on businesses who are found to be in breach of employment minimums.  Labour inspectors are checking businesses compliance through conducting audits and they are more than happy to name and shame employers publicly who do not stack up.  Even a minor breach of minimum employment standards such as an employment agreement missing one of the minimum employment clauses, will result in that business incurring a penalty.  Additionally, if the breach affects migrant employees the employer will also receive a mandatory stand down on recruiting migrant labour for a set period (minimum 6 months).  Multiple breaches will result in greater penalties and longer stand down periods of up to 2 years depending on the severity of the breach.  As you can well imagine it could very well cripple a business that is heavily reliant on a migrant workforce.  Since the new law was brought in a few short months ago, we have seen 10 employers receive stand downs for breaches of minimum employment standards. The Labour Inspectorate has stood true to his word about naming and shaming employers and publishes a list of employers who have received penalties for breaching New Zealand employment standards.  I  This report is also shared with Immigration NZ.   Click here to see if your business or franchisee is on the list   So what? It’s just a list, right?  Wrong!   Imagine what it could look like if your business was on this list:   The damage to your employment brand could make it even harder to recruit in an already tight labour market.   You will be competing for talent against companies who are regarded as good employers, so they will have first pick of quality candidates.  Your business will be on the Labour Inspectors radar, and they will be checking to see if you have remedied any compliance issues and can expect to be subjected to further scrutiny from the labour inspectors.  If part of a franchise system, the Labour Inspectors will also focus on the other businesses within the franchise.   If your business relies on migrant workers, it could shut down your business.   Essentially, it means your business will suffer.  So, ask yourself this ‘what does your workforce look like and could you continue to operate if you can’t hire migrant workers for 6, 12 or even 24 months?’.  Also, consider what would happen if none of your migrant workers visas were renewed.  Would either of these scenarios mean that your business would struggle to operate?  Could it lead to having to close the doors of your business?  Employers should be doing everything they can to avoid being on this list at all costs.  We are only half way through 2017 and already the Labour Inspectors focus is becoming more evident.  Two thirds of employers who have been audited were found to be in breach of the minimum employment standards.  The most common breach found so far in 2017 is due to non-compliant employment agreements.  This has seen the total dollar value of fines imposed for the first half of 2017 to be more than double for the full 12 months of 2016.     How do you protect your business?   Labour inspectors won’t be slowing down on auditing businesses anytime soon, and small businesses and franchise businesses are definitely high on their radar.  Businesses shouldn’t wait for the labour inspectors to find fault in their employment standards, but be taking proactive steps to ensure that they are compliant with minimum employment standards.   Remember even one missing clause from an employment agreement can wreak havoc on a business’s ability to operate, so it’s more critical than ever that business owners and franchisees take note of the warnings coming from the Labour Inspectorate.   Safeguarding your business and protecting your brand can be as simple as having an independent audit conducted on your employment standards.  This will provide you with a better understanding of what your businesses risk is, and have an opportunity to rectify any issues identified before a Labour Inspector finds it.  At in2HR we have a number of employment auditing solutions to suit your business needs; from compliance on minimum employment standards [employee entitlements, record keeping, employment agreements], to a review of your businesses HR Framework, coupled with the bigger picture stuff which includes employee insights.  Phone one of our friendly consultants today to find out more about how we can help your business stay on the right side of the law.               

The changing immigration landscape that could cripple a business

Could your business operate without a migrant workforce?

Labour inspectors published list of employers to be named and shamed – are you on it?

       Why You Need An Onboarding Plan for New Staff   Do you have an onboarding procedure for new staff? If you don’t, it is time to get one in place. Onboarding is a very important part in building great team morale, and setting the scene for the new staff member’s journey with your business. It doesn’t take much for a first impression to be tarnished. Make sure your new team member gets the right impression of your business from day one. Here are our favourite 3 tips for onboarding a new team member successfully.   Onboarding: What To Do    Be Ready    The first and biggest tip we can give you is to be ready for your new team member. From the minute they walk in the door, make sure they are comfortable and feel welcome. As an established employee, their first day is just another day at the office. But for the new employee, the success of the hire can hinge on what happens on the first day.      Here is what you need to have organised:     Their workspace:  Straight away they will be able to come in, put any personal items down and instantly have a place in the team.  T heir equipment:  Hit the ground running on your training plan by having their computer and other equipments set up and ready to go. This includes a way for them to log on to your system.   A Welcome Party:  You don’t actually have to throw a party. But make your new team member feel welcome by introducing them to their new colleagues on day one. You could even arrange to take them out for lunch on their first day to get to know them in a more social context.       Have a Formal Plan   In the week before your new team member starts, set out a formal training plan. Factor in all the areas that you want to cover, and how long you will dedicate to each aspect of the role. Include a general overview of how the rest of the team works together so that your new employee has an understanding beyond their own role.  Having a plan will ensure that you cover all aspects of training, no parts will be missed, and you will have a timeframe to complete the training within. Your new team member will get to see that you are a professional business that cares about their new staff.  Don’t be tempted to rush the process. Incomplete training, or unnecessary pressure to undertake a job they don’t understand fully can be detrimental to the hiring process. If your new team member does not feel completely comfortable, then it might affect their decision to stay with your business.      Set Your Expectations From The Beginning   Start as you mean to go on. Make your new employee aware of your expectations for the role and their behaviour. Ensure that your expectations are realistic and fair. Clear communication on these expectations will allow your employee to check their own progress, and evaluate their performance.  Set some goals in the first days so that your employee can have a target to work to. These could be goals on completing the required training program, or goals on performing the tasks of their role correctly. You should also allow your new employee to provide feedback on the process, you won’t know if there are any parts of your plan that need improving otherwise.  Set a date for a formal performance review to take place several months after their start date. You can both provide honest feedback, and it’s a great opportunity for plenty of praise if it is deserved.     Onboarding is a very relevant topic for us at in2HR, as we recently welcomed a new member to our team...     

  

  	
       
      
         
          
             
                  
             
          

          

         
      
       
    

  


     We are in growth mode at in2HR! As such, we are pleased to welcome Katherine Dowler into our in2HR family as our newest HR Consultant.    Katherine has come from an extensive HR and franchising background and has worked for global names including Komatsu and Adidas.  Most recently she was the HR Consultant for a successful global Franchisor, where she was supporting a portfolio of approximately 2000 employees across New Zealand.    Katherine is passionate about HR and enjoys helping Managers to achieve the best out of their people.                                                                                                           Welcome on board Katherine! 

Why You Need An Onboarding Plan for New Staff

Onboarding is an important part in building team morale, and setting the scene for the new staff member’s journey with your business. Have you got a procedure in place?

       What are your employer rights if Cyclone Cook closes down your business?   It’s fair to say that NZ has seen its fair share of natural disasters over recent years with Christchurch and Kaikoura devastated by earthquakes, and the more recent damage caused by freak summer storms and Cyclone Debbie.  Many regions of NZ are battening down the hatches in preparation for yet another storm, as Cyclone Cook threatens to hit our shores just in time for the Easter holidays.  The volume of natural events is starting create questions from business owners who are wanting to find out what their obligations are when they and/or their employees are affected by such an event.    Here are some tips for business owners faced with not being able to open for business because of a natural disaster:   Before looking to make any deductions from employees’ wages/salaries:   Check your employment contract to see if contains a force majeure clause, and specifically a clause allowing you to deduct from wages/salary.  If your employment agreement does not contain a force majeure then you cannot deduct from an employee’s wages/salary, particularly where they are ready and willing to work but simply can’t because the premises are damaged/unable to be opened.   This of course then poses another question, what if I am open for business but my employee(s) have been affected and can't attend work?   In the event that the business is unaffected and is open for business but employees are unable or unwilling to attend work due to the natural disaster then there is potential for the employer to make a deduction from wages.   Invoking such clauses requires a robust process to be followed, and we strongly recommend that you contact a member of in2HR for further advice should your business be confronted in such situations.  With that said, our recommendation would be to do the right thing wherever possible, and pay the employees for hours that they would have otherwise worked (particularly when the business interruption is short term).  Additionally, the emotional toll these types of events has on employees can vary greatly; while some employees remain relatively unaffected emotionally and just seem better equipped to handle this type of stress, others may need further support.  Employee Assistance Programmes such as those offered by EAP (www.eapservices.co.nz) are a great resource to call on for employee support post a natural disaster.  For short term interruptons, these recommendations are sure to get your business and employees back up and functioning normally as quickly as possible.      

What are your employer rights if Cyclone Cook closes down your business?

For some businesses, Cyclone Cook will not only mean closing down their business but employers will need to support employees who are emotionally and physically affected.