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With the holiday season nearing its end, the influxes of seasonal workers begin to slowly trickle as terminations ensue. This inevitable process is not only difficult for managers, but also for other seasonal and full-time employees. Once connections and friendships have been made between all staff, team morale may be low after the seasonal layoffs. As such, it is vital for retail managers and leaders to prepare and strategize for this time of year and ensure their surviving staff continue to stay engaged after the holiday rush.
The leadership team provides more than strategic management for its organization; they implement strategies for optimal proficiency and betterment of their organization. As for retail, overall employee performance and customer service ratings are the responsibility of the HR leaders and during the busy holiday season, this needs to become the primary focus.
If things are not running smoothly behind-the-scenes, it will be evident on the sales floor. As leaders, preplanning your overall business strategies and communicating your seasonal goals to the supervisory and management staff are necessary in order to promote efficiency and decrease chaotic situations. This will assist you in driving the performance and service standards to a higher threshold.
Establishing a team environment for all levels of the leadership staff will make your job a little easier and build an overall environment that can drive results and deliver your vision.
Before hiring for the holiday season, determine how many weeks or months you will need your seasonal hires. Preplanning and communication are vital! This way, you can ensure your staff is aware of the time period and will be prepared when the holiday hires leave.
Once you have decided on your new hires, be sure to notify your selected candidates on how long they are needed to work; this conversation is best during the on-boarding process. You don’t want to leave the new hires in the dark and give them false hope on how long they will be with the company.
Although seasonal employees are temporary, make sure you plan your holiday party to include them. After all, a big thank you goes a long way. Show them you are grateful for all the hard work and dedication they put forth during the busy holiday season. As such, constantly thank your long-term employees as well!
Post any non-seasonal openings and ensure your seasonal workers are aware of the postings when the layoff process nears. Seasonal workers may be interested in continuing employment at your company; encourage them to apply. By telling them before terminating, the transition between being a temporary to a regular employee may be smoother since they are aware of company policy and culture.
If your seasonal hires are not interested in pursuing the status of a regular employee, but would like to be called back for another season, keep a record of their contact information and let them know you will contact them once another busy season hits.
After the layoffs have been completed and regular company schedules are normal, hold a store-wide meeting involving all staff to receive feedback and input on how the season went.
Getting your regular employees involved in the process from preplanning to layoffs ensures engagement from your employees and allows them to be part of the process—this aids in building the morale and pride of job ownership.
*e-VentExe is a full service human resource consulting company specializing in outsourcing and compliance, recruitment and retention, training and development, and assessment tools.
On a brisk November morning a female employee at a small electrical company in Winters CA arrived at work and was ambushed as she sat in her car. The alleged gunman was her estranged husband, whom she had a long history with and had an active restraining order. Tragically, the protective order would not be enough to keep her safe and she was killed that morning. It’s unknown what, if any, knowledge the owners of the business had of the ongoing domestic violence. What is clear is that despite the tragic loss of life, the incident could have been much worse. The gunman could have chosen to attack his wife inside the business. A quick scan of the internet will point you to a long list of stories of domestic violence spilling into the workplace, with unintended victims being injured alongside the abuser’s target.
In a troubling juxtaposition, all too often extreme violence can be tied to a victim either seeking or having recently obtained a protection order. Here are some other points to consider.
- Our workforces are largely a reflection of society. The problems that society faces will carry over into the workplace.
- Protective orders are only effective if the “restrained” person is willing to follow them. A piece of paper will not keep you or your staff safe.
- Be mindful that the most dangerous time is when a victim is trying to leave her abuser.
- Accept the fact that victims will often go back to their abuser, don’t take it personally.
The challenge for businesses has always been trying to determine the right balance of support vs. intruding into employees’ private lives. The reality of domestic violence is that the abuser knows two places where he can find his victim with almost certainty; at home and at the workplace. Regardless of an organizations desire, or lack thereof, to get involved, domestic violence does spill into the workplace. So what can a company do to protect their workforce and respect the privacy of individual employees?
- Maintain strong and open communication with your employees
- Have multiple methods for staff to report concerns
- Provide training for staff and managers on recognition of domestic violence indicators
- Consider establishing a relationship with a domestic violence shelter. Employee assistance programs can feel cold and impersonal. In Sacramento County WEAVE is an excellent resource.
- Consider elevating security measures when a credible threat exists. This may be as simple as sharing with impacted coworkers the nature of the threat and keeping doors locked.
- Consider establishing an incident response team. This team will conduct an assessment if/when a threat is identified and determines a course of action. Even smaller companies can use a team approach to assess situations.
The single greatest factor to identifying and then being in a position to help prevent incidents of violence in the workplace is having a good relationship with your employees. If your employees feel comfortable coming forward with concerns and your management team knows how to respond you significantly increase your chances of addressing problems before they can escalate to violence.
About the Author:
Mr. Alvarez is the founder of Alvarez Associates, a firm specializing in workplace violence prevention. Having been both a security director for a major national critical infrastructure and a city police officer, he has built over 25 years of experience in the field of violence prevention. For 15 years he directed cutting edge security programs focused specifically on preventing and responding to “active shooters” in private sector environments. He understands the challenges organizations and communities face addressing the threat of violence. He has personally evaluated and managed hundreds of potentially violent situations, developed numerous violence prevention programs and trained thousands of employees and managers in workplace violence prevention.
*e-VentExe and Alvarez Associates will be holding a workshop in Roseville CA on utilizing state-of-the-art assessment tools for recruitment practices and workplace violence prevention on January 22, 2014. If interested, please RSVP to email@example.com