Category: Company

  • 5 tips to encourage better work-life balance for your team

    5 tips to encourage better work-life balance for your team

    We are all thriving every day at work and also giving time to our personal lives. And, because both aspects of our lives are crucial, one must be prioritized over the other. While we all try to balance work and professional life in neutral gear, sometimes it doesn’t stay that way. Hence, in this article, we tried to outline the different methods and ways that will enable one to have a perfectly balanced life and maintain a work-life balance, specifically listed just for you!

    What is “Work life Balance” in General?

    The relationship between work and personal life is known as the work life connection. Many aspects of one’s personal life, such as family, leisure, and health, can collide with a career. Work life balance is a two way street; for example, work can interfere with personal life, and employees state holidays can interfere with work.

    Hence, it is essential to strike a perfect balance between one’s career and personal life activities, as both may not always be parallel and often collide with each other, which may not be in a healthy manner.

    Stress from work can often have a negative impact on one’s personal life. This may involve coming home after a very busy day and being unable to give time to family, friends, or even ourselves. Self leisure time, along with family and friend time, is something that everyone requires to live a healthy life, and when work and personal life collide, we often sidetrack our personal lives and give in way too much in our professional lives, leading to an unhealthy lifestyle that often damages one’s mental and physical health over time.

    Similarly, sometimes our emotions may intervene in our professional lives and may overtake professionalism in the work environment, often leading to being rude to colleagues or simply having a languishing feeling. Such incidents often create a negative reputation toward one image at work, which necessarily doesn’t have a significant impact, but may have its own downsides depending on the degree of rudeness and whatnot.

    Thus, to solve such an issue, it is highly suggested that you focus on certain activities that will help you keep a neutral gear in your work and personal life.

    Types of ‘Work Life balance’ Activities Teams

    If you are leading a team and are having a hard time managing a team well due to a lack of a certain work life balance, then this section of the article is just for you. In this particular section, we tried to jot down various methods that can aid in achieving a perfect, or at least close to perfect, work life balance for your team.

    Taking Time Off Between Work

    One of the most problematic situations is working continuously for hours without a proper break in between. According to medical science, our brains can remember things in short bursts, so working for five to six hours may not result in creative and productive output from your team at the end of the day but may lead to possible inefficiency and lack of quality content from your team.

    Hence, when having teamwork, ensure you and your team are taking regular and proper breaks and time off trackingbetween the busy schedule and workload assigned to the team.

    Proper Planning

    When working with a team, one must focus on creating a proper work and leisure plan. It may include time limits on when to stop working or take short breaks or start working. The plan should have a creative foundation that gives an equal amount of time between personal life activities and work life to strike the right balance.

    Encourage a no work at home Policy after Hours

    Furthermore, it is essential to keep a no work at home policy. This means not starting any work after returning home or coming from work after doing hours of work in the office. Hence, keeping a no work policy at home will give you and your members more time to spend time with family and friends instead of working another four to five hours, which will eventually lead to a very hectic life in the long run.

    Work Schedule Flexibility

    Work schedule flexibility should be highly focused on when understanding the productivity and other variables of your team. This includes having a good time interval between projects given to the team and not having back to back projects and workload being put on your team. Hence, monitoring the time frame of how much work your team is doing and how high the pressure is may help create a work life balance.

    Hobbies Should be Encouraged

    Aside from your professional life and its workload, you can have different hobbies that act as therapeutic ways to balance work and life. This may include watching movies, listening to songs, painting, taking a walk every morning, having a garden, or even cooking! Anything that helps keep your creative boat afloat is a hobby. It is also essential that your team members are encouraged to have hobbies as well for a perfect balance!

    To conclude

    At the end of the day, it highly depends on how your team interacts and communicates and whether work life balance is a significant issue or not. Hence, the outline mentioned above may not fully align with your team members or either your life motto, but these are outlined for your convenience and pointed out in a way that can help maximize the neutrality between your work life and personal life in the long run.

  • Workplace communication styles: the main 4

    Workplace communication styles: the main 4

    workplace communication styles are the key to an effective workforce anywhere around the world. But are you someone who notices a slight difference in behavior at work when compared? If you answered “yes,” then you are correct! There are certain methods to understand how someone behaves differently compared to others and how their communication style impacts others.

    What are “Communication styles’ in the workplace?

    Our predisposition to communicate directly or indirectly defines our communication styles. In the office, you’re likely to encounter four different communication styles. You’ll be better able to work with any sort of person if you can precisely recognize each style. These workplace communication styles allow us to better understand the workplace environment and our colleagues, as this indicates the ongoing situation in any workplace.

    The four types of ‘Communication Styles’ in the workplace

    In order to answer your confusion and questions, we tried to jot down the four possible communication styles in any workplace that you may join and encounter on average. And to sum it up, we can say there are exactly four crucial communication styles in any workplace that you will go through, and they may not necessarily be positive or heartwarming in any form. Starting with;

    Manipulative Behavior

    Manipulative conduct is when one person tries to control another’s emotions to get a particular response or result. Some of the core signs of a manipulative colleague or person in a workplace would be making excuses for you, blaming you, or intentionally divulging information about you while keeping other realities hidden. They usually think they are gaining control over you and some sense of intellectual superiority by doing so. Exaggeration and generalization are two skills that manipulators excel at.

    It is very much encouraged not to be categorized as a manipulator as office policies may claim such incidents as bullies, and if you are someone who has been a victim of a manipulator, it is advised to talk to the human resources team or authorities immediately.

    Submissive

    To obey or surrender to someone else is to be subservient. You yield to someone else’s wishes when you are submissive, which means you put your own objectives below theirs. Submissive behavior often includes a variety of signs, such as self-protection, which is described as hunching the body, providing a sense of protection, and shielding critical parts, such as the crotch with hands or the neck with a chin pressed down.

    While being submissive is acceptable, it is dependent on the degree to which someone in a workplace is submissive. Suppose you are someone who takes up unnecessary work because you want to be nice. In that case, it may not be healthy in the long run but rather have a damaging impact on the self esteem and confidence of someone who is always submissive to a very significant degree.

    And hence, it is usually easy to influence and manipulate submissive people at work.

    passive aggressive

    Acting indirectly hostile rather than outright aggressive is what passive aggressive conduct entails. Passive aggressive people frequently oppose requests or demands from family and other people by postponing, showing sullenness, or acting obstinately. And to understand who is being passive aggressive, it is important to outline the major signs, including resentment and antagonism to other people’s demands, particularly those made by those in positions of power. Similarly, in reaction to others’ requests, there might be resistance to collaboration, a potential form of procrastination, and purposeful blunders to avoid doing work schedule.

    On the other hand, passive behavior is the total opposite of aggressive behavior in general. Passive behavior is similar to submissive behavior, but the meaning is slightly different. The term “submissive” refers to meekly obedient or passive, whereas “passive” refers to someone who is submitted to action without creating a reaction. Hence, when you see someone giving no reaction at all to your activities, this highly suggests that you have encountered someone who is passive.

    In addition to that, aggressive behavior often leads to a lot of violent reactions, which is very much discouraged and not accepted in many workplace environments and often leads to being laid off from work itself.

    Overall, while passive, aggressive, and passive-aggressive have different sides and vary significantly, they aren’t usually encouraged in the workplace due to the unusualness they carry in the workplace and the very irregular awkwardness that is created of it.

    Assertive

    Assertiveness is defined as inspiring others to be transparent and upfront about their thoughts, desires, and feelings in order for both parties to act appropriately. The following are examples of assertive behavior: expressing wishes, thoughts, and feelings openly and incentivizing others to do the same. And such behavior is often encouraged in a workplace environment in order to ensure creative and meaningful work. Assertiveness often brings out the best in teams and individuals, which also positively contributes to the output, productivity, and overall efficiency.

    How do they work for remote and non remote teams?

    While communicative styles are often more visible in non remote jobs because the behavior can be easily traced, it may be difficult and inaccurate to judge someone who lives thousands of miles away simply because they once behaved in a certain way or sometimes do.

    To conclude

    Overall, we tried to put out the four most common communication behaviors in any workplace for your convenience!

  • Building Leadership Skills: Tips for Managers

    Building Leadership Skills: Tips for Managers

    There is hardly any employee who doesn’t expect their manager to be understanding, mature, flexible, and serious about work. A manager can quickly become a manager by controlling and commanding others. But to become ‘that’ manager, you need to attain leadership skills, and tell you what, it’s not an easy and fast job. But fear not, we went through and analyzed enough articles and stories of people to bring you the best possible tips for building leadership skills. Let’s take a look, Leadership? What’s that!  

    Let’s imagine person A is a manager making a decision on his own and implying it to his employees, commanding them to do the work. “A” doesn’t care about his employee’s opinions. Now let’s look at B, who is a manager too. “B” analyzes the situation and discusses it with his employee, tries to create harmony between goals and workers, and tries to motivate and guide them to do the job correctly.

    See the difference? What “B” has is called leadership skill. So have you gotten the idea of it? Let’s move on to the next topic,

    Tips for Managers to Build Leadership Skills

    To tell you the truth, leadership can’t be achieved the way you learn a new software because it is a learning process, and you’ll have to keep getting better. And it’s not as easy as it sounds. It requires certain abilities as a base. So, let’s give you some tips for building leadership skills if you’re absence management.

    Learning Habit

    Learning habits will lead you to acquire knowledge in your field. Opening the way to become the person with the best proficiency in their sector

    Communication Skill

    I used to think about the need to know about others and converse with every intellectual person I met? But it came to my realization when I saw my colleague has a finer understanding than me because he kept in touch with our senior manager. Communicating with others grants one experience without experiencing it. 

    Experience

    Well, this is not some skill that can be gained overnight, but if you keep in mind that” I have to gain experience to master my leadership,” your brain will automatically guide you to learn and look closely. Good or bad, experience is precious; otherwise, why do we value the opinion of someone who has been through it? You need to know what is best to steer the pack. Now, how to gain experience? The answer is by meaningful involvement in practicing leadership. Keep a close eye on what you lack and try to note it down. Try not to make the same mistake twice.

    Mentoring Skills

    This knowledge and experience will be in vain if you do not know how to illustrate, influence, and teach. And there is not one single method to teach someone which will work on anybody. The schooling method depends on whom you are helping to understand.

    Try to figure out their preferences, points of view, logic, and thoughts, and customize your lecture in compliance with that because, in this way, your word will reach them the best.

    Integrity

    One way to take place in people’s hearts is righteousness. Undeniably, if you are not the most honest, the one with the strong set of values, you might lose your chance then and there. You have to keep professionalism, honesty, and reliability to build a strong personality that will make people accept you. 

    Problem solving

    I must’ve heard this word everywhere, but this is indeed one of the best skills. Critical thinking, analyzing ability, and research skill are all part of achieving problem solving skills. The ability to untangle a tricky situation will make you a very reliable person, and you can get at the top of your game.

    I wish I could say,” These are all the skills you need to learn!” but in reality, you need much more than that, these are skills that you should be focusing on the most. Now jump to our next part,

    Tips for Mastering Leadership

    Work smart, not hard. Here are some tips to help you level up.

    Figure Out Your Leadership Style

    Yes, there are a few styles like the coach, visionary, autocratic, hands off, democratic, etc. Try to know this by judging yourself, by asking others whether you always follow one kind of style or are you a mix of a few styles or can you switch to different styles according to the need? 

    Practice Leadership at Every Chance You Get

    Nothing is more expensive than a missed opportunity. You don’t need to practice it only in your office. Try looking around, find a chance to practice it; to give it a try; otherwise, you’ll never know what you are capable of or not. As we know, “Practice makes a man perfect,” so find an opening to hone your learned skills!

    Make the Internet Your Best Friend

    Did you know there are tons of YouTube channels where you can learn new skills for getting better at leading? Front Line Leadership, Leadership Nudges are highly recommended.

    Take Feedback from Your Employee

    It’s easier to know what you lack by listening to others’ opinions and feedback about you which you couldn’t have spotted on your own. It’s beneficial both ways because it also makes an impression on others that you care about others’ emotions.

    Be Assertive without Being Disrespectful

    Talk and negotiate in a way that none gets offended but yet gets your point. Quite a handy thing if you master it. 

    Listen More

    Pay a bit more attention to others’ opinions, observe and analyze them. You’ll see a big difference.

    Keep a Diary with You

    Note down every relevant and essential work to stay organized and ahead of the game.

    Find an Idol

    So who do you idolize for having the best leadership skill? If you haven’t found it, you should.

    “For the things we have to learn before we can do them, we learn by doing them.” Aristotle. It doesn’t matter where you are coming from it only matters where you are going. Just because you haven’t been a leader before doesn’t mean you can’t become one.

    Final Words

    Try your best to learn from your surroundings, communicate with your employee, connect with their emotions, inspire them, keep your emotional composure, gather experience, and keep doing it even if you master it someday. 

  • Employee Turnover: Main 12 Reasons for It

    Employee Turnover: Main 12 Reasons for It

    “Oh, I hate my job!” I bet you’ve seen a lot of people say that but ever heard your employees saying that? No, I believe. You never know why your employees are leaving because they never share their true problems through a resignation letter. What if something about your company needs to be figured out and solved? If not, it’s going to cost you a lot. We analyzed the experiences of a lot of employees to bring out these top causes of employee turnover.

    Clash with the boss

    Different people have different mindsets and thus different opinions. It can either cause clash or development depending on how it’s handled. “From day one, I felt like my boss hates me because he gives me so much more pressure than others. I work so hard, but I can never satisfy him. I’m working for the little payment I get, but this getting unbearable; I think I’ll leave my job and look for another, “said my co-worker two days before he left the job. 

    • Personal harassment, 
    • Toxicity, 
    • Nepotism, 
    • Lack of motivation, 
    • Lack of mutual understanding, 
    • Immorality 

    Harms the relationship with the boss.

    Complications with colleagues

    The percentage of leaving the job cause of a co-worker is low but not negligible as people usually don’t leave their job cause of it. We found a few cases like this.” My co-worker Jane was jealous of me. Continuously tried to sabotage me, my work, and if it went on, then I would’ve gotten into big trouble, which could hamper my career, so I’ll just leave the job.” Says one of the people we interviewed. When the workers are toxic, it’s hard to give their best as the situation gets uncomfortable and unprofessional for working. 

    • Harassing, taunting
    • Jealousy
    • Lack of respect
    • Unfair behavior
    • Lack of understanding, communication

    Can cause conflict among employees.

    Job isn’t meeting the expectation

    All a new employee knows about an organization is what’s written in the prospectus, website, circular, and the rest they realize after getting in. Sometimes the difference between expectation and reality is so big that they end up quitting the job.” The job description said I’ll teach only high school students, but after I got in, I also had to take classes for the primary students, and they didn’t pay me as much as they promised.

    So I think I’ll change the job if this doesn’t change!” says a woman we talked with. Some might lose interest in their job because they are not getting to learn what they thought they would learn. For example, I quit working for an organization because I expected to gather some good experience and knowledge, but I ended up being used by them; the morality, the style of working, and the connection they had didn’t worth enough to waste my time on.

    Relevant job position

    Everyone has self respect, and they want to establish that in their work field by working with a group of people that understands their ability and skills. A job where you can’t put your expertise into the work can make you lose interest faster than light. Because people gain their mastery by putting a lot of effort and looking for a field that can make it all worth it. If not, they focus on other places where they can flourish.

    Grass is greener on the other side

    One just can’t get into a job and boom! He/she is the most successful person in their field. The good thing takes time. It takes time and effort to get a hold of your responsibility, figure out the tips and tricks, connect with people, and get comfortable and trustable with your colleague’s boss. Sometimes one lacks patience and starts thinking about other jobs. 

    Provocation

    Employees from other industries, family members, friends, or it could be a stranger whose opinion on your work can make you lose all the hope. “This job of yours has no future actually, said my aunt once, and I started to doubt my decision. I didn’t leave my job, but at every inconvenience in my work, I remember her words, and it makes me feel helpless.” Said, my friend. Employees may be lured to other options and thus end up leaving the job.

    Office Culture

     “It was compulsory to follow the dress code, and it violated my morality and culture, so I had no choice but to leave,” stated a girl we contacted. Office Rules and regulations can cause trouble for employees if they are meaningless and not flexible. If a mother cannot take planned leave maternity, she’ll leave the job. 

    Insufficient salary

    Money is what our life depends on mostly. Call it greed or necessity, people will always be attracted to a higher salary, and they continuously fight for it. There is no chance one will stay if they’re paid high for their work elsewhere.

    It wasn’t a permanent job

    There is hardly someone who got into a job and stayed in it forever. Employees get into a company with various goals. Those who start to gain experience, connection, and recognition will never stay forever there, and it’s very normal. 

    To test one’s limit

    We develop ourselves by putting ourselves into challenging situations. Young, ambitious employees will look for more energizing work to thrive in their careers. And for this, they might resign from one job to get into another.

     Transportation

    The home to office passage is important if one’s not working from home. The reasons are,

    • Moving out
    • High transportation cost
    • Time consuming transportation
    • Change of office location

    Many people will only leave their beloved job because it got difficult to get into the office in time.

    Other personal reasons

    Not feeling encouraged, job hampering personal work like study and exam, family problems, not like the work environment, accident, not feeling suitable enough for the job, not understanding the work and continuously failing, selfish work environment, seeing others leaving a job can cause one to send the resignation letter. 

    Losing two or three employees per month for a big company isn’t a big deal, but when a regular thing becomes, there might be something wrong with the system. Every owner starts off their business with a goal. They expect their employees to support by dedicating their time and effort. Still, it can get a bit chaotic if there is a sudden loss of workers because filling up their position to cover up the duties causes hassle; also, it can leave a bad impression on that company. 

    Final Thoughts

    Hope this article gave you an idea about what employees go through when they resign. The key to solving this issue is getting regular feedback from employees about their work and mental state and enabling a comfortable, understanding, dynamic work environment by keeping up with workers.

  • HR Software Solutions: Top 10 for Small Business

    HR Software Solutions: Top 10 for Small Business

    PTO calculator саn be а difficult deраrtment tо mаnаge. Between hiring, оnbоаrding, sсheduling, benefits аnd соmрliаnсe, there аre dоzens оf resроnsibilities tо nаvigаte. Whаt if аn emрlоyee wаnts tо see аn оld РаyTub? Hоw dоes оne get infоrmаtiоn аbоut their vасаtiоn dаys оr benefits? Withоut the right teсhnоlоgy, it’s gоing tо be trоublesоme fоr everyоne invоlved. Thаt’s why sрeсiаlized HR sоftwаre hаs beсоme sо рорulаr. Businesses оf аll sizes аre using these HR software solutions tо imрrоve effiсienсy аnd emрlоyee management exрerienсe аt the sаme time.

    Sарling

    Sарling is а mаss орerаtiоns рlаtfоrm best suited fоr mid mаrket соmраnies with distributed internаtiоnаl оffiсes. The tооl саn аutоmаte wоrkflоws fоr оnbоаrding, оffbоаrding аnd using рeорle’s dаtа in existing systems. Sарling аllоws users tо сreаte аutоmаted wоrkflоws fоr reсruitment аnd оnbоаrding. Teаm members саn аutоmаtiсаlly аssign wоrkflоws tо рeорle bаsed оn lосаtiоn, deраrtment, аnd emрlоyment stаtus. Sарling аllоws teаm members tо stоre аnd mаnаge рeорle’s dаtа аnd сreаte оrgаnizаtiоn сhаrts, аnd end users саn сreаte рersоnаl рrоfiles. Sарling оffers nаtive integrаtiоn with mаny оther sоftwаre, inсluding аррliсаnt trасking systems, раyrоll sоftwаre, time trасking sоftwаre, аnd mоre.

    Рrоs

      • Fully сustоmizаble, аutоmаted wоrkflоw

      • Integrаtes with рорulаr tооls

      • Сentrаlized lосаtiоn fоr рeорle’s dаtа

    Соns

      • Nоt suitаble fоr smаll оrgаnizаtiоns

      • nо оn-рremises instаllаtiоn

      • nо free versiоn

    Mоndаy.соm

    mоndаy.соm is аn HR management software рlаtfоrm thаt аllоws HR teаms tо сustоmize аnd run аll their HR рrосesses аnd wоrkflоws with drаg аnd drор teсhnоlоgy.Аs саndidаtes gо thrоugh the reсruitment рrосess, teаm members саn uрdаte their аррliсаtiоn stаtus tо hаve а reаl time sоurсe оf truth fоr аll орen роsitiоns. mоndаy.соm аlsо inсludes а рre built temрlаte fоr оnbоаrding, whiсh inсludes аll the sessiоns аnd reаding mаteriаl newсоmers need in their first weeks оn the jоb. The оnbоаrding temрlаte аlsо uses nо соde аutоmаtiоn tо nоtify relevаnt teаm members аbоut their асtiоns in оrder tо рrорerly welсоme new hires. Аnоther greаt feаture is the Vасаtiоn Trасker, whiсh аllоws emрlоyees to use employee vacation tracker

    Рrоs

      • Сustоmizаble аnd sсаlаble wоrkflоws

      • Enterрrise grаde seсurity with HIРАА сertifiсаtiоn

      • Сustоm dаshbоаrds uрdаte аutоmаtiсаlly

    Соns

      • Invоlves slight leаrning сurve

      • Mоbile арр isn’t аs fully funсtiоnаl аs web

      • Сertаin feаtures оnly аvаilаble in enterрrise расkаge

    Eddy

    Eddy is аn аll in оne HR management software built fоr lосаl businesses thаt streаmlines tediоus HR рrосesses аnd imрrоves emрlоyee exрerienсe. Eddy hаs grоwn rарidly due tо its simрle yet роwerful рrоduсts, tор сlаss сustоmer serviсe аnd fосus оn lосаl businesses with а deskless wоrkfоrсe. With Eddy, businesses саn hire, оnbоаrd, mаnаge аnd раy emрlоyees with оne eаsy tо use sоftwаre. Key feаtures inсlude jоb роsting mаnаgement, trасking оf inсоming саndidаtes, аnd а full sсаle аррliсаnt trасking system (АTS). The оnbоаrding system lets HR mаnаgement team сreаte сustоm оnbоаrding расkаges, аssign tаsks аnd соlleсt digitаl signаtures with eаse. Оne оf the mаin funсtiоns оf Eddy is рeорle mаnаgement  users саn ассess соmраny direсtоries аnd stоre imроrtаnt emрlоyee dосuments, nоtes оn рerfоrmаnсe, аnd trаining аnd сertifiсаtiоn in emрlоyee рrоfiles. Yоu саn аlsо сreаte сustоm РTО роliсies аnd ассeрt оr deсline requests; Tар intо their time trасking tооl, whiсh аllоws emрlоyees tо eаsily сlосk in аnd сlосk оut

    Рrоs

      • Lоw entry level рer emрlоyee соst

      • Eаsy tо use аnd intuitive

      • Rоbust self serve helр dосumentаtiоn

    Соns

      • Раyrоll аnd АTS соst extrа

      • Nо free рlаn оr free triаl listed

    Sаge

    Sаge is knоwn tо mаnаge ассоunting, HR, раyments, аssets, соnstruсtiоn, reаl estаte, аnd enterрrise systems. They оffer сlоud sоlutiоns, оn рremise, оr bоth. Their highly сustоmizаble sоlutiоns саn be tаilоred tо stаrtuр, sсаle uр, аnd enterрrise соmраnies аlike. This sоftwаre exсels in trаining thrоugh their vаriоus wizаrds designed tо helр with eасh unique HR рrосess suсh аs entering new hires, trаining, раy rаises, jоb сhаnges, аnd mоre. Sаge рrоvides а соmрrehensive list оf first раrty аdd оns thаt саn be used tо integrаte different sоlutiоns intо yоur HR management software wоrkflоw.

    Рrоs

      • Саn uрlоаd Exсel sheets intо раyrоll mоdule

      • Greаt new hire Wizаrds

      • Eаsy раyrоll histоry reроrts

    Соns

      • Nоt built fоr lаrge enterрrises

      • Nо employee self serviсe software ассess

      • Requires mаnuаl exроrt tо sоme раyrоll systems

    Рeорle Streаm

    РeорleStreаm, develорed by Аsender, is аn internаtiоnаl humаn сарitаl mаnаgement аnd раyrоll sоftwаre соmраny sрeсiаlizing in the develорment оf teсhnоlоgy tо suрроrt humаn resоurсes initiаtives. It is used by brаnds suсh аs Аudi

    Рrоs

      • Аbility tо рersоnаlize resроnses tо саndidаtes

      • Раyrоll fоr соmрlex соnfigurаtiоn аnd requirements

      • Саn mаnаge а very high reсruitment wоrklоаd

    Соns

      • Limited сustоm brаnding орtiоns

      • Best reроrting feаtures limited tо higher рlаns

      • Inаbility tо identify sаme саndidаte twiсe

    Nоte: Оne disadvantage is thаt the dаtа саn be а bit triсky tо аssess аt а glаnсe, аs the internаl саndidаtes аre nоt identified оnly by number, nоt nаme аnd аre nоt flаgged in the event.

    HR Сlоud

    HR Сlоud delivers three integrаted sоftwаre sоlutiоns tо imрrоve the wаy yоu оnbоаrd, engаge, аnd mаnаge yоur emрlоyees: Оnbоаrd, Wоrkmаtes, аnd HR management team. Their sоlutiоns аre designed tо аutоmаte mаnuаl HR рrосesses, deliver аn enhаnсed emрlоyee exрerienсe, аnd mаnаge the entire emрlоyee lifeсyсle.

    The Оnbоаrd sоlutiоn hаs feаtures fоr аutоmаting mаnuаl оnbоаrding рrосesses, аs well аs feаtures fоr ensuring emрlоyees аre equiррed оn their first dаy аnd thrоughоut the оnbоаrding рrосess, suсh аs self serviсe, emрlоyee рrоfiles, сustоmizаble new hire роrtаls, аnd сustоmizаble оnbоаrding wоrkflоws.

    HR Сlоud’s Wоrkmаtes sоlutiоn inсludes роwerful tооls tо helр remоte teаms соllаbоrаte, соmmuniсаte, аnd even reсоgnize аnd rewаrd their рeers. Feаtures here inсlude emрlоyee feeds, аnnоunсements, аn emрlоyee direсtоry, соmmuniсаtiоn аnd messаging tооls, аnd emрlоyee аnаlytiсs. Wоrkmаtes аlsо hаs а greаt feаture tо helр emрlоyees beсоme аdvосаtes fоr yоur business.

    Аdditiоnаlly, HR Сlоud’s HR softawre team рrоvides а number оf роwerful, рrоven HR sоlutiоns tо imрrоve the wаy of employees management lifeсyсle, inсluding рerfоrmаnсe mаnаgement, leаve trасking software, аnd а mоbile emрlоyee арр. It аlsо inсludes аdvаnсed reроrting feаtures, оrg сhаrts, аnd the аbility tо сreаte surveys tо соlleсt emрlоyee feedbасk.

    Рrоs

      • Сustоmizаble оnbоаrding wоrkflоws аnd сheсklists

      • Effeсtive emрlоyee reсоgnitiоn аnd rewаrd tооls

    Соns

      • HR Сlоud dоes nоt inсlude раyrоll

      • Nоt оriginаlly built fоr enterрrise businesses

      • Integrаtiоns аre lасking, but HR Сlоud соntinues tо develор new integrаtiоns

    Built Fоr Teаms

    Built fоr Teаms оffers intuitive, роwerful tооls designed tо helр yоu hire, mаnаge, retаin, аnd аnаlyze yоur wоrkfоrсe. Feаtures inсlude dаtа driven оrg сhаrts fоr орtimized visuаlizаtiоn, streаmlined РTО trасking systems, аnd аррliсаnt trасking аutоmаtiоn.

    This tооl hаs а relаtively tаme leаrning сurve аnd even thоse whо аre nоt раrtiсulаrly teсh experts shоuld be аble tо mаke аmрle use оf it. Thus, it sсоred highly in the evаluаtiоn соnsiderаtiоns fоr Usаbility.

    Оne dоwnside tо nоte is thаt it is nоt сurrently роssible tо саnсel requests, like pto tracking , аfter they hаve been submitted in the system. The HR management teаm саn dо it but hаving this роwer in the hаnds оf the individuаl user wоuld be ideаl.

    Рrоs

      • Eаsy tо define а сustоm hiring wоrkflоw

      • Rоbust, dаtа driven оrg сhаrt tооl

      • Ассurаte, flexible РTО trасking sоftwаre

    Соns

      • Limited “аwаy” stаtuses; nо сustоmizаtiоn

      • Саn’t see full саlendаr in the арр

      • Limited ОT trасking аnd reроrting

    VАIRKKО

    VАIRKKО is а web bаsed fully mоbile wоrkfоrсe mаnаgement аnd орerаtiоns mаnаgement рlаtfоrm оffering сlоud рrоduсts with сertifiсаtiоn trасking, оnline emрlоyee sсheduling, рersоnnel mаnаgement, e-Leаrning, HR, аnd mоre.

    Nоte: trаining соmes free with а рlаn.

    Рrоs

      • Brаnding сustоmizаtiоn, lоgо аnd соlоrs

      • Greаt fоr trасking СEU’s

      • Eаsily аdd unраid breаks intо yоur stаff’s time саrd

    Соns

      • Steeр leаrning сurve

      • Mоbile арр isn’t аs fully funсtiоnаl аs web

      • Using multiрle аdd-оns will greаtly inсreаse соst.

    Wоrkdаy

    Eаsily рlаn fоr, reсruit, аnd develор tаlent by using Wоrkdаy. Feаtures inсlude the аbility tо engаge yоur рeорle оn their рreferred deviсe, асtivаte business deсisiоns bаsed оn соntextuаl insight, аnd define аnd mаnаge business рrосesses.

    А highроint оf the sоftwаre is its flexibility tо mаnаge user inрut сhаnge, everything frоm the аbility tо аudit сhаnge lоgs tо the аbility tо mаss resсind сhаnges, аnd sо оn.

    Рrоs

      • Intelligent рrосess аutоmаtiоn frоm аttrасt tо раy

      • Flexible оrgаnizаtiоnаl struсtures аnd mоdeling

      • Benefits аnd emрlоyee trаnsасtiоnаl dаtа in the sаme system

    Соns

      • Соmрlex gоаls аnd self аррrаisаl рrосess

      • Рre sсreening questiоnnаires аre nоt сustоmizаble рer jоb роsting

     РeорleBооkHR

    РeорleBооkHR is аn аррliсаtiоn bаsed sоlutiоn tо mаnаge yоur humаn resоurсes. It’s соmbined with а reроrting meсhаnism аs well аs а timely sоlutiоn tо uрgrаde аnd mоdernize yоur HR management teаm with tооls fоr time, аttendаnсe, аsset mаnаgement, аnd mоre.

    Оne оf the things this sоftwаre dоes best is mаnаging sаles mаde in the field; this tооl аllоws HR аdministrаtоrs tо eаsily trасk аny sаles reрresentаtive’s рerfоrmаnсe аnd then derive useful reроrts frоm the dаtа рresented.

    Рrоs

      • Inсludes inсident reсоrding аnd trасking

      • Mаnuаl оr uрlоаd inрut fоr time lоgs

      • Сreаte сustоmized раnel fоr emрlоyee reviews

    Соns

      • Slight leаrning сurve

      • Nо multi linguаl suрроrt

      • Соmраrаtively high рriсing quоtes

    Соnсlusiоn

    Every business саn benefit frоm HR sоftwаre. This stаtement hоlds true regаrdless оf yоur соmраny size оr industry.

  • Employees Goals: How to Set them and Why It’s Important

    Employees Goals: How to Set them and Why It’s Important

    For any manager, knowing how to set employee goals is an essential job responsibility. By doing this, a supervisor can help employees better understand the company’s expectations of them, strengthen company positions, and improve coordination within the team. Setting employees’ goals can include multiple other advantages like:

    • Increasing employee engagement
    • Aligning employee’s work with the organization’s broader long-term and short term goals
    • Setting criteria and guidelines for a successful staff performance review

    These are some considerations for setting goals in a workplace that can assist any company in optimizing their productivity and work environment.

    How to Set Employee Goals That Enhance Performance

    Make employees a part of the goal setting process

    One mistake that many organizations make is setting employee goals top down. Goal setting should be a collaborative effort in order to get input from employees and absence management on what the company can do in order to create a peaceful yet stimulating work environment for its staff.

    As managers are constantly supervising their team, they have useful information which can help set benchmarks for the team. That being said, you cannot ignore the importance of including employees in this conversation.

    When an employee participates in the goal setting process, they are more likely to be engaged in all activities regarding their performance from the start. As a result, they are more accountable to their actions.

    Set specific goals for consistent improvement

    What is the team vision, the ultimate business idea, or employee development blueprint? And how can your employees help you get there?

    When sitting down with your staff, make sure to supply them with important context. Once they are aware of company priorities and broader team goals, they can suggest more efficient goals that will be more impactful on business and individual performance.

    After you have set the goals, check with the employees regularly. Goals conversations cannot become a one and done job. They are to be considered an inseparable element of a continuous growth cycle.

    Select the correct kind of goal

    There are many ways to go about goal setting. A super popular method in recent times is the SMART method. SMART is an acronym where each letter designates one of the 4 criteria set for a “SMART” goal. According to this philosophy, when employees concentrate in these 5 zones when setting goals, they increase their probability of success.

    S.M.A.R.T goals must be:

    • Specific: Focused and specific goals make for clearer targets. Your staff’s goals should clearly answer who, when, where, what, why, and how.
    • Measurable: If progress isn’t measurable, how can you know your efforts are bringing fruit? Set employee goals that are measurable, with defined milestones and metrics to track progress and define success.
    • Attainable: Never be afraid to reach for the stars but don’t forget reality in the process. Do your employees have access to the resources and tools required to make your vision a reality? Reaching for unachievable goals disengages and discourages employees when they cannot meet their goals. Make sure to set objectives that push employee boundaries without tearing them.
    • Relevant: Employee goals must align with broader business and team objectives. It’s your job to make your staff acknowledge those priorities. That’s when they will truly home in on the vision.
    • Time bound: Without a deadline, no goal will yield the desired performance. Time constraints can drive performance as they develop a sense of urgency. Too little time can cause burnouts and too much time and reduce performance pace. Help your employees establish realistic and fair timeframes to achieve their goals. 
    • Align personal goals with business objectives

    The objective of employee goals is to move your company forward. What’s the sense of having employee goals if they aren’t related to your overall team and company goals?

    Share team objectives and corporate priorities with employees so they have a framework for creating performance targets. Goal alignment is critical as it guarantees that your staff is working toward goals that are relevant while driving engagement.

    Adjust goals and objectives in real time

    Preferences change, team functions or dynamics shift, and suddenly your business goals from January are no longer relevant in April. That’s completely fine. Change is inevitable and normal in all spectrums of life. Your business’s fate is locked in how well you adapt to those changes while remaining effective and relevant.

    Check with your employees frequently (quarterly, at least) to ensure that their goals are related. Closely observe factors such as employee turnover, company changes, technology advancement or budget constraints that could influence goal alignment. After that, adapt goals as required in real time to keep your team always aligned with goals and priorities.

    Why Settings Employee Goals Is Necessary

    Goals are the way organizations and people achieve faster, more, with less. When used correctly, they can be a powerful tool in your company.  Check out some of the biggest reasons you want to be careful with employee goal setting.

    Improved Alignment

    Goals unite employees, managers, and leaders around a common purpose. When employees understand organizational goals, they can align their team and personal goals to better achieve and exceed company wide targets.

    Clear Direction

    Goals direct how employees invest their time, which tasks to finish, and how much effort they put into their job.

    Accommodative Planning

    Employees are motivated to plan when they have goals to work toward. If they have a good perception of a goal in mind, they are more likely to make and stick to a plan to meet it.

    Performance Motivation

    Goals inspire, encourage, and fuel increased performance. They invigorate employees and motivate them to persevere. When confronted with a goal, staff finds new ways to become resourceful, utilizing or searching for current information or obtaining new knowledge required to achieve.

    Better Evaluation

    Goals establish a defined roadmap and mechanism for assessing firm success by evaluating actual to intended performance.

    Conclusion

    Goal setting is clearly advantageous in a number of ways, for individuals and businesses alike. A singular focus in the shape of a goal is not just to help individuals stay on course, but it also drives them more than variables such as monetary employees benefits.

  • Employee retention strategies: the ultimate guide

    Employee retention strategies: the ultimate guide

    What exactly is employee retention, and why is it so crucial to comprehend? Employee retention refers to the policies and procedures in place to encourage your staff to stay with your company. Every aspect of a firm has an impact on it, from salaries and benefits to office culture and employee satisfaction. The term “staff retention strategies” refers to the process of recording and reacting to data.

    It all boils down to money when it comes to staff retention. It can be costly and time consuming to replace a large number of personnel who leave a company. The loss of talent and expertise can have a negative influence on the company’s operations and culture. Some turnover, on the other hand, can be beneficial. When individuals voluntarily leave a company, it might provide an opportunity to introduce new capabilities into the organization. 

    How do you figure out what your employee retention rate is?

    In most cases, the employee retention rate is expressed as a percentage. The better the retention rate, the larger the percentage. Follow the formula below to obtain the employee retention rate:

    First part

    (At the start of a certain time, the total number of employees) – (the number of employees who left during the period) + (the number of employees who remain at the end of the period)

    Part two

    (At the end of the time, the number of employees who remained)

    (total number of employees) + (percentage of retention)

    A decimal will display next to your retention rate. Multiply it by 100 to get the percentage.

    What is the difference between retaining employees, turnover, and attrition?

    Various terms refer to a company’s personnel volatility.  It can be hard to sure the difference at times. Employee turnover, for instance, functions similarly to employee retention. The number of workers who depart a company divided by the total number of people who work there is referred to as turnover. The turnover rate is calculated as a proportion of the total number of employees. Employee attrition, on the other hand, refers to a natural decrease in the number of employees, such as through retirement. These employees will not be replaced.

    The employees turnover rate differs from the employee attrition rate in that it represents the percentage rate at which a corporation replaces personnel. The attrition rate, on the other hand, reflects personnel who are not replaced. For example, a member of staff may decide to leave because business is slowing, and the company fills the position. Consider the employee turnover rate to be a stable or expanding workforce. Employee attrition results in a shrinking workforce.

    Employee turnover and attrition rate both quantify the number of employees that leave an organization. The retention rate, on the other hand, assesses a company’s efforts to reverse this pattern. The evolution of time. Employee retention is increasing, indicating that new policies and procedures are effective.

    Low retention rates

     As an example, many employees choose to leave their jobs.

    • The loss of consistency and experience limits the ability to execute daily duties.
    • Because of the time and resources required to recruit, onboard, and train new employees, it is estimated that it might cost up to twice the income of an employee who needs to be replaced.
    • Excessive employee turnover can encourage other talented employees to quit.
    • A high turnover of workers makes it difficult for the team to develop successful relationships.
    • Customers may notice a shift in the workforce, affecting service and company image.

    High retention rates

    i.e. many staff stays for an extended period of time.

    • Taking on new personnel can revitalise a company, leading to more innovation and acceptance of change. Long-term workers may get comfortable, resulting in poorer production.
    • Low productivity can have an impact on output, costs, and, eventually, profit.
    • Employees who have been with the same company for many years may not be learning new skills that will help the company grow.

     Schedule stay interviews

    If you’re not sure why your employees are leaving, schedule stay interviews with current employees to measure their job happiness.

    These interviews concentrate on what is important to your employees when they are looking for work. Because knowledge is power, you can learn that your staff prefers more flexible work schedule. Perhaps they desire additional training or greater benefits. This is what the stay interviews are attempting to determine. Herman, on the other hand, advises you to make the most of your employee interview.

    “These conversations also provide an opportunity for employees to provide more open input on how their employer might improve.” Ask employees what might motivate them to look for a new job. What perks or bonuses have encouraged a buddy to quit their job? The first stage is to listen, followed by conversation and action.”

    After you’ve gathered all of this information, you’ll need to take action. Employees will have false hope if they believe you aren’t going to do something about their concerns, even if they express them. Employee benefits engagement will increase if you listen to them and take action. Employees that are engaged are more likely to stay with you.

  • Employees benefits: The complete guide

    Employees benefits: The complete guide

    Employees’ benefits have evolved into a necessary component of any competitive compensation package. From legally mandated insurance to free snacks, benefits and perks can play a significant role in attracting and retaining talent.

    So, whether you’re considering developing effective benefit plans or looking to improve your current policies, we’ve got you covered we present the fundamentals of compensation and benefits, including forms of employee advantages, common benefits per location, and insight into what applicants and employees genuinely want:

    What exactly are employee benefits?

    Before we get into the specifics of employee benefits (also known as fringe benefits), let’s define the term:

    This employee’s planned leave benefit definition includes job benefits such as insurance (healthcare, dental, and wellbeing), share options, and mobile phone plans. However, employee benefits can range from training opportunities to startup perks (let’s not forget the infamous ping pong tables). In general, any type of non-wage gain associated with an employee’s position can be classified as an employee benefit, whether it is mandatory or voluntary provided by an employer.

    All businesses are obligated by law to provide the following basic benefits:

    • The Consolidated Omnibus Budget Reconciliation Act:                                                                               

    It allows the former to keep their former employer’s insurance benefits while seeking a new career.

    • Benefits for disabled people:

    Employees who are injured on the job may be eligible for worker’s compensation benefits, which are governed by state workers’ compensation legislation.

    • The Family and Medical Leave Act:

    It is a federal law that allows people to take time off (FMLA)

    Workers are entitled to paid leave for family or health reasons, such as childbirth or illness, under this federal statute.

    • Wage subsidy:

    The Fair Labor Standards Act (FLSA) established a minimum wage for hourly workers that businesses were compelled to pay. While the minimum salary varied depending on the type of job or state, it served to make sure employees are compensated adequately for their work so that they could sustain themselves financially.

    • Overtime:

    Apart from the government benefits, many employers prefer to provide a number of other typical fringe benefits suitable to the needs of their employees in order to provide more employees satisfaction.

    Employee Benefit Types:

    Two of the most critical parts of having a profitable company venture are attracting and maintaining talent in the workforce. Employee perks are non wage compensations provided in addition to a worker’s income, and some of them can be quite helpful in retaining talent and attracting new prospects. Recognizing what your firm can provide is critical since the suggested employee benefits package can play a key influence in discussions between employers and talents they are interested in. In addition to the ones required by law, here are seven sorts of employee perks your company must consider incorporating in the package (such as minimum wage, overtime, compensation, and disability insurance).

    Medical coverage

    The most essential employment perks that potential employees care about are those that are related to their health. Health benefits such as medical insurance, dental insurance, life insurance, disability payments protection, and long term care will demonstrate to your employees that your organization appreciates both their efforts and their health.

    Health and dental insurance, the most important of all the health perks described above, can assist your employees to acquire private rooms in clinics when they need them, cover the expenses of prescription medications, and provide them with a variety of dental treatments, among other things.

    Long term care compensates for expenses for an ill or injured employee’s care, whereas disability income protection covers the employee’s compensations in the event they become sick or disabled.

    Benefits from pensions and retirement

    Certain employee benefits are designed to look after your employees even after they retire. A pension is a set sum of money paid to an employee when they retire at regular periods. Aside from a pension, retirement benefits can include things like giving specialized health related benefits.

    Employee advantages that help sustain a family

    A significant proportion of your employees are likely to have spouses and children, and some of them may be responsible for the care of elderly relatives. Every business, no matter how big or small, should create an employee benefits package that focuses on assisting employees in balancing their personal and professional lives.

    The advantages of education and training

    When it comes to attracting and retaining talent, respecting your employees’ need to learn and grow personally and professionally will earn you a lot of brownie points. Employers who are willing to provide the education and training advantages such as mentorship programs workshops, seminars, or tuition refunds will be highly valued by employees.

    Relocation and transportation benefits

    Employees will be able to manage the expenditures of official travel with the help of transportation benefits. These benefits could include payments for taking the bus (buses, trains, or metros), payments for other modes of transportation, or even the provision of vehicles such as automobiles or bicycles to drive to and from work. Relocation aid perks assist your employees in making a smooth move from their current locations to your company’s location.

    Benefits from legal assistance

    Your employees may require professional legal assistance on issues such as family law or real estate planning at times. Allowing people to approach your company’s legal representatives with issues they need assistance with will help you impress new employees and current employees.

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  • Upskilling and Reskilling: The Complete Guide

    Upskilling and Reskilling: The Complete Guide

    If you operate a business, you understand how difficult it is to continually be the best and come up with innovative solutions that others cannot emulate in this competitive market. However, both the business owner and employees must first go through a rigorous understanding and goal setting process. Upskilling and reskilling are two terms that are commonly used in these goals. Their purpose is to train the employees and make a man force that is needed for company growth. What exactly are upskilling and reskilling, though?

    In this article, we have attempted to learn all about upskilling and reskilling in a full guide for both employees and business owners. Continue scrolling to know about them!

    What is Upskilling?

    Upskilling is a new concept that refers to employees’ constant learning of new skills through a variety of training programs and development opportunities. These skills can readily assist individuals in overcoming skill gaps and being the most valuable asset to the organization they work for.

    Why Employees Should Upskill

    Businesses and corporations are always confronted with new demands as technology advances. And to meet those demands, employees must process certain types of talents that they may lack. However, it is not practical to hire new staff for meeting this need because it depletes the company’s financial resources. As a result, upskilling existing employees benefits both the employees and the organization. There are some other advantages to upskilling employees:

    Improved engagement

    When a corporation invests in upskilling its staff, it shows that it is concerned about the employees’ future. It also improves the relationship between employer and employees, resulting in increased involvement in new business ventures.

    Boost business profits

    Upskilled individuals can also help a company succeed in today’s market, where new talents are necessary to keep up with the competition. This, in turn, leads to financial development and the growth of the organization.

    Encourage fresh talents

    If a corporation upskills its existing employees and generates profits and a name for itself in the business world, it will undoubtedly attract new talent when they hire. This will result in the organization gaining fresh talent, which will also aid in its economic progress.

    Improved customer service

    Workers perform better work when they are satisfied with their employer and believe in the goals they are pursuing. Additionally, upskilling keep your employees informed about industry developments, allowing them to provide advice and insights into clients and prospects. Thus the clients become willing to pay a higher fee to work with a staff that is more knowledgeable and aggressive. When clients are satisfied with your job, they become stronger brand champions.

    Increase employees confidence

    Employees develop the confidence to operate in a diverse business field and are able to come up with new ideas as a result of various upskilling opportunities. So, employees can work much better as a result of increased confidence, resulting in increased productivity and benefits for the enterprise.

    Prepares future managers

    Employees who are trained in new soft skills are ready to be in the top posts. After all, these employees are likely to hold key positions in the company in the future.

    How to Upskill Your Employees

    Given the necessity of upskilling employees, this section will discuss several time tracking for doing it. Companies can provide employees with virtual or online classes to acquire skills and practices that are required in the industry. These courses can be combined with microlearning or fun productive learning events in which employees can be monitored daily. Thus this planning method steadily increases the number of skilled personnel in a company.

    What is Reskilling?

    Unlike upskilling, reskilling is the process of learning completely new skills and knowledge to do a completely different job. This usually promotes people in changing their existing organizational roles.

    Why Employees Should Reskill

    Both the company and the employee benefit from reskilling. The following are some of the ways it can benefit a company or individual:

    Lessen hassle of hiring new employees

    Organizations are spared the hassle of having to hire new staff for important positions when existing professionals can be reskilled and set for those positions. Besides, after being reskilled, an existing employee in that organization will be able to help the company in a way that a newly hired person might not be able to.

    Employees growth

    Reskilling also enables employees to learn new skills and be prepared to meet a diversity of requirements of the company at different times. This also contributes to the identification of new career choices, adaptability to changes, and efficient workflow.

    How to reskill your employees

    Numerous methods and strategic initiatives can be used to reskill employees. The following is a list of some of those important strategies:

    Identify the important skill

    To reskill, a corporation must first determine what essential skills are required in the current market to run a profitable business and then begin reskilling the workforce in those competencies.

    Finding transferable skilled employees

    It is unfeasible to train and develop all of a company’s employees at the very same time. As a result, it is necessary to ascertain the employees’ skills gaps and identify who can be readily retrained and transferred to a different role in a shorter period of time.

    Selecting favorable course

    Another important consideration is to select appropriate courses based on the individuals who will be reskilled. There are plenty of online programs meant to connect beginners with professionals.

    Companies might also devise their own procedure based on the abilities required of their staff. However, employees should have the option of customizing the programs so that they can work in their own time without feeling pressured.

    Differences Between Upskilling and Reskilling

    If you are unsure about the difference between these two terms, and which one you should opt for your employees and organization, you need to thoroughly understand what they entail. Though these two words are currently the talk of the town in the corporate world, they differ in terms of training ideas and aims.

    While upskilling attempts to train employees in new skills and expertise to boost their productivity and performance, reskilling aims to train employees in new competencies in order to move them to a new position within the organization. So, decide which one is right for you depending on your company’s profitability and employee requirements.

    Conclusion

    In today’s competitive business environment, both the organization and the employees must adjust to changes, skill gaps, and expertise requirements constantly. Otherwise, staying on the run in the current economy is quite difficult. However, the purpose of this article was to provide readers with information on two new business phrases.

    If you have read this far, you might already know which process is best for you or your business. Simply come up with a strategic plan to accomplish this, and you will be a good employer and good to go!

  • Remote Employees Onboarding: Practical Tips!

    Remote Employees Onboarding: Practical Tips!

    Remote work has brought a slew of benefits. There is greater productivity and lower absenteeism. People enjoy the new work-life balance. As a result, remote working has become prevalent over the last few years, especially after the pandemic. However, remote workers have needs too. They have to be handled differently from your regular office workers. This change is applicable for their onboarding too. They need access to the right resources and technology to ingratiate themselves fully. There’s no scope for them to get to know their managers or colleagues. If the onboarding process is sub-par, the bridge becomes more pronounced. A poor onboarding process will fend off the hardworking resources. Therefore, refining your remote onboarding process is imperative, significantly since the remote workforce is increasing in numbers. A robust onboarding process will ease the transition of joining a new company. Keep in mind that employees are more likely to seek another job if they’re unhappy. So, it’s best to start on the right foot. Save time, resources, and money. Here are some practical tips for remote employees onboarding.

    Start Before Day One: Pre-boarding That Reduces Anxiety

    Pre-boarding is where you eliminate unknowns. Send a single, friendly email one week out with a minute-by-minute day-one schedule, links to the meeting rooms, and a clear “text me if anything breaks” contact. Ship hardware 5–7 business days in advance with a printed setup card, a QR code linking to a 10-minute setup video, and a test account to confirm camera/mic/VPN. Pre-create accounts (email, Slack/Teams, project tools), add them to distribution lists, and drop the first week’s calendar invites so nothing lands last minute. If you use SSO and MFA keys, include them in the kit and schedule a 15-minute security check the day before start to avoid a rough morning.

    Pre-boarding checklist

    • Hardware shipped + tracking shared

    • Accounts provisioned + SSO/MFA tested

    • Day-one agenda sent + calendar invites live

    • “Who to ask” contact + emergency number shared

    • First-week reading list (5–7 links max) curated

    Welcome Packages That Feel Personal

    Swag is nice; context is better. Add a handwritten note from the hiring manager with why they were chosen, a one-page “how our team works” (tools, rituals, norms), a mini org chart of people they’ll interact with first, and a glossary of acronyms. Include a small home-office stipend or pick-one items (monitor arm, lamp, webcam) so the workstation feels intentional. If shipping is slow, send a digital card signed by the team and a local coffee voucher for day one.

    What to include

    • Note from manager + team photo

    • “First 10 days” roadmap (meetings, first win)

    • Org & stakeholder map with objectives

    • Perk: coffee/lunch credit for virtual welcome

    • Optional: region-specific snacks or charity donation in their name

    Recreate the Office, On Purpose

    List the office behaviors that build momentum, impromptu questions, quick pair-ups, hallway context, and design remote equivalents. Keep a daily 10-minute stand-up, host open “office hours” where anyone can pop in, and create #new-hires and #help channels so questions have a home. Schedule 3–5 meet-and-greets with cross-functional partners in week one. Give permission for “rough” questions: “If you’re 60% sure, ask in the channel.”

    Rituals to mirror

    • Casual drop-ins,  weekly open Zoom

    • Hallway context,  Friday “week in review” post

    • Whiteboard jam,  shared doc with async comments

    Nail the Basics: Clarity, Goals, and Tools

    Your new hire should leave day one knowing what success looks like. Share a 30/60/90 plan with outcomes (not tasks), decision rights (who signs off on what), and escalation paths. Walk through your must-have tools with short live demos (chat etiquette, ticket filing, project board conventions, code/docs repos), then point to recordings so they can replay. Give a “first-week win” (a small PR, a doc update, a customer shadow) to build confidence.

    Artifacts to prepare

    • Outcome-based 30/60/90 plan

    • Tool quick-start (1–2 min clips, not manuals)

    • “How we decide” primer + example decision log

    Help New Hires Build Real Connections

    Belonging is built through intentional introductions. Provide a who’s-who list with photos, responsibilities, and “how we’ll work together.” Schedule three 20-minute chats across teams with question prompts (“What’s your team shipping this quarter?”, “How will we collaborate?”). Encourage the new hire to post a short intro in the team channel, work focus + a non-work fact, to spark follow-ups.

    Connection toolkit

    • Stakeholder list + intro email templates

    • “Coffee roulette” pairing weekly for the first month

    • Prompts for intros (work + personal)

    Virtual Lunches That Don’t Feel Awkward

    Keep it short and structured: send a meal credit, invite 3–4 teammates, and use two icebreakers plus one light work topic. End with, “One thing you wish you’d known in month one.” Rotate attendees so they meet a variety of roles without social overload.

    Easy prompts

    • “Best local bite where you live?”

    • “A tool or shortcut you can’t live without?”

    • “What surprised you here?”

    Make Room for Play (and Keep It Inclusive)

    Use opt-in micro-moments: 10-minute games at the end of a meeting, emoji polls, or a “show & tell” (desk plant, favorite mug). Offer async alternatives for folks who prefer text, e.g., a thread of two fun facts. The goal is to lower the barrier to speaking up, not to mandate “fun.”

    Stakeholder Mapping: Who Matters and Why

    Confusion here kills speed. Build a simple map with the stakeholder’s goal, how success is measured, how often you’ll interact, and preferred comms (DM, ticket, weekly sync). Book those meetings during week one so the new hire hears expectations directly.

    Template fields

    • Name/role/team

    • How we depend on each other

    • Meeting cadence + comms channel

    • Current quarter’s priorities

    Video Intros that Build Relatability

    Ask teammates for 30–60 second videos: name, role, what they’re shipping, and one non-work tidbit. Add captions, store by team in your onboarding hub, and link them in the welcome email. New hires can binge “meetings” on their schedule, then follow up intentionally.

    Culture Mentors Who Explain the Unwritten Rules

    Assign a culture mentor separate from the manager. They explain norms, feedback style, meeting etiquette, how we disagree, how we escalate, and reality-check myths. Set a cadence (weekly for the first month, biweekly for the second) with soft agendas so it doesn’t drift.

    Mentor topics

    • How to ask for help (and how fast to expect replies)

    • When “no” is healthy here

    • Examples of great written updates or demos

    The Buddy System, With Structure

    Buddies cover how to get work done: where docs live, how tickets flow, which channels matter, what “ready” means. Protect one hour per week for the first month. Provide a buddy checklist (first-day tour, first-week tasks, first demo shadow) and recognize great buddies publicly.

    Invest in Human Capital Management (Without Overcomplicating)

    Keep the stack lean and integrated: HRIS for records, simple HR/IT request forms with SLAs, device management, a PTO tracker so time-off is clear from day one. Automate account creation and send status updates so new hires aren’t left guessing. Audit access at 30 days to close gaps.

    Equip People Like They Matter

    Ship the same baseline to remote hires you’d expect in-office: laptop, external monitor, keyboard/mouse, headset. Include ergonomic basics (stand, footrest) or a stipend. Pre-install device management, VPN, and security tools. Schedule a 15-minute ergonomic review in week one to prevent “my back hurts” tickets later.

    Design for Different Learning Styles

    Blend watch, read, and do. Record live trainings and chop them into 3–8 minute chapters with titles and captions. Provide written quick-starts with screenshots. After each module, give a tiny practice task and ask for a teach-back summary to cement understanding.

    Set Clear Async Norms (Time Zones, Too)

    Write down how to communicate: when to use chat vs. tickets vs. meetings; expected response times; how to write status updates; how decisions are logged. Define core overlap hours (if any), then design for async: agendas shared a day early, recorded walkthroughs, written outcomes.

    Norms to document

    • “We reply in X hours during Y times”

    • “Decisions live in Z doc with DRI + date”

    • “Updates: headline, context, next step”

    Introduce Time-Off and Well-Being Early

    Walk through the leave policy and demo how to request time off in your PTO tool. Normalize it by sharing the manager’s upcoming PTO. Share well-being resources (EAP, mental health days, no-meeting blocks). Set expectations around after-hours messages: use “schedule send” and don’t expect replies outside core hours.

    Security, Privacy, and Compliance (The Boring Bits That Matter)

    Keep it practical and short: password manager basics, MFA, phishing red flags, data handling by classification, and how to report issues. Provide a role-specific one-pager for sensitive data. Re-check understanding with a 5-question quiz at 30 days and refresh permissions where needed.

    A Sample 30/60/90 Outcome Plan

    30 days: Environment set up; meets stakeholders; ships a small win (PR/doc/update); posts a “first impressions” note (what’s clear/unclear).
    60 days: Owns a core process or feature; contributes to a team OKR; presents a short demo; proposes one improvement to onboarding.
    90 days: Operates independently on core responsibilities; shows measurable impact; aligns next-quarter goals; identifies a growth focus (skill, project, mentor).

    How You’ll Know It’s Working (Metrics)

    Measure time to first win, 30/60/90 completion, new-hire eNPS, manager satisfaction, number/time-to-close of HR/IT tickets per hire, and 6/12-month retention. Watch PTO usage (under-use can signal burnout) and after-hours messaging trends. Share a monthly onboarding dashboard and act on patterns.

    Document the Way You Work (The “How We Operate” Guide)

    In 3–5 pages, cover decision-making (DRIs, approvals), writing standards, meeting norms (when to meet vs. async), review cycles (code/content), and examples of “good.” Link to a living handbook. New hires won’t read a 50-page wiki; they will read a concise, practical guide.

    Role Clarity and Career Paths

    Share the level rubric for the role with examples of behaviors at each level. Include typical timelines, peer examples, and how calibration works. Knowing what “great” looks like reduces anxiety and surfaces growth conversations early.

    Manager Onboarding Checklist

    Managers own outcomes. Provide a one-pager: schedule recurring 1:1s; finalize 30/60/90; introduce stakeholders; review PTO and well-being norms; plan the first win; set feedback cadences (how often, in what format). Review it with HR at day 10.

    Accessibility and Inclusion

    Ask about accessibility needs in pre-boarding, and meet them without friction. Provide captioning, readable color palettes, and transcripts. Offer both live and recorded options. Rotate meeting times for global teams. Invite pronouns in profiles, but don’t require them.

    FAQ: Remote Onboarding

    How long should remote onboarding last?

    Plan for a structured two-week ramp and a guided path through 90 days. People are “new” until they can deliver independently and know who to go to for what. Keep a buddy/mentor cadence (weekly in month one, biweekly in months two and three) so momentum doesn’t fade.

    Which tools are essential on day one?

    Keep the stack light and connected: chat (Slack/Teams), video, docs/wiki, project/issue tracker, password manager + MFA, device management, HRIS, and a PTO tracker so time-off is clear from the start. Add a lightweight LMS/recordings later, habits first, tooling second.

    How do we onboard across time zones without burnout?

    Publish async-first norms: where agendas live, response-time expectations, and how decisions are logged. Define modest overlap hours (if any), record key sessions, and rotate live times. Pair buddies in similar time zones and use “schedule send” so messages don’t ping people at 2 a.m.

    What does a strong 30/60/90 plan include?

    Outcomes, not chores.

    • 30: environment set up, stakeholders met, one “first win” shipped.

    • 60: owns a slice of work, contributes to a team OKR, demos progress.

    • 90: operates independently, shows measurable impact, sets next-quarter goals.
      Attach decision rights (who signs what), escalation paths, and success examples.

    How do we measure onboarding success?

    Track a mix of leading and lagging indicators: time-to-first-win, 30/60/90 completion, new-hire eNPS, manager satisfaction, HR/IT ticket volume per hire, PTO usage (under-use can flag burnout), and 6/12-month retention. Share a monthly onboarding dashboard and act on patterns.

    What are the most common mistakes to avoid?

    Link dumps without curation, late equipment/access, unclear ownership, skipping relationship-building, and ignoring async norms. Another trap: treating contractors/interns as “less than.” Give them the core playbook, security, tools, norms, scaled to scope.

    How do we create a connection without forced fun?

    Design opt-in micro-moments: 45-minute virtual lunches with prompts, “coffee roulette” pairings, and short intro videos with captions. Offer async alternatives (written intros, Q&A threads) so introverts and different time zones can participate comfortably.

    How should managers show up in onboarding?

    Managers own outcomes. They should:

    • Schedule recurring 1:1s and protect them.

    • Co-write the 30/60/90 with clear outcomes.

    • Book stakeholder intros in week one.

    • Model healthy norms (use of PTO, no after-hours pings).

    • Give fast, specific feedback and celebrate early wins.

    What’s the role of buddies and culture mentors?

    Buddies handle the “how work happens here” (tools, channels, checklists).
    Culture mentors decode the unwritten rules (feedback style, decision-making, how to push back). Give each a simple checklist and recognized time; ask new hires to rate the support so you can improve matching.

    How do we make onboarding accessible and inclusive?

    Ask about accessibility needs before day one. Provide captioned recordings, readable templates, transcripts, and alternatives to live video. Rotate meeting times, avoid slang/acronyms without a glossary, and share pronouns as an invitation, not a requirement.

    How do we weave security and compliance in without overwhelming people?

    Keep it practical and role-specific: password manager, MFA, phishing tells, data classification, and how to report incidents. Limit to 15–20 minutes on day one, then send a 30-day refresher with a short quiz. Audit access at day 30 to close gaps.

    How should we introduce time-off and well-being?

    Demo the PTO request flow in your tracker, show where to see balances/policies, and normalize usage by sharing leaders’ upcoming time off. Publish meeting-free blocks, default to “schedule send,” and point to EAP/resources. Protected recovery is part of performance, not a perk.

    How do we tailor onboarding by role without reinventing the wheel?

    Use a core track (culture, tools, policies) plus role tracks with shadow sessions, sample tasks, and role-specific checklists. Store templates in a shared folder; tweak per team instead of starting from scratch.

    What should we do after the first 90 days?

    Shift to growth: a development plan, clear goals for the next quarter, and optional mentorship. Keep 1:1s steady, run a brief “stay interview,” and review workload signals (PTO, after-hours activity). Ask the new hire to improve one onboarding artifact, continuous feedback built in.

    Conclusion

    Great remote onboarding is clarity + connection + confidence. Start before day one, make the welcome human, set outcome-based goals, document how you work, and design for async collaboration. Back it with a light, integrated toolset (including a visible PTO process), measure what matters, and keep iterating. Do this well and new hires stop feeling new faster, and start shipping meaningful work without burning out.

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  • Using Employee Compensation tools to Manage Payroll

    Using Employee Compensation tools to Manage Payroll

    A clear compensation philosophy is inseparable from satisfaction, retention, and hiring, but a statement on a slide won’t carry the weight. The real challenge is applying it the same way, every time, across roles, locations, and performance levels without spawning exceptions, spreadsheet drift, or payroll fixes. Managers need guardrails, Finance needs real-time budget impact, and employees need to understand the “why” behind their pay. Compensation management softwareoften integrated with essentials like a PTO tracker, closes that execution gap by turning policy into guided workflows, clean approvals, and auditable outcomes.

    What the Software Actually Does Day to Day

    Budgeting and Guardrails

    A modern platform allocates merit, promotion, and bonus pools by business unit and region, then enforces range limits, minimum increase rules, and exception caps. When a manager proposes something out of policy, the system flags it instantly, routes it for review, and captures the rationale. This protects fairness without slowing the cycle to a crawl.

    Manager Workbooks

    Instead of fragile spreadsheets, line leaders get a secure, role-based view of their teams with inline context, current range, compa-ratio, last increase, performance rating, and eligibility. The guidance is embedded in the flow, so managers make better decisions on the first pass and you avoid version-control headaches.

    Approvals and Workflows

    Proposals move through multi-level approvals with clear statuses and timestamps. Finance and HR can compare scenarios before committing spend, and every change is logged—who did what, when, and why, so audits are straightforward. The result is faster cycles with fewer back-and-forth emails.

    Market Pricing

    Good software ingests market surveys, maps your jobs to relevant market cuts by industry, size, and geography, and recommends midpoints or zones. It handles aging and currency conversion so ranges stay current, even for hybrid or hard-to-match roles. This keeps your structure competitive without manual cobbling.

    Equity and Variable Pay

    Grant sizes, refreshes, vesting schedules, and bonus curves can be modeled against targets and affordability in the same place. As performance data updates, payouts adjust within the rules you set, keeping total cost aligned to plan and avoiding end-of-cycle surprises.

    Reporting and Analytics

    Real-time dashboards show cost versus budget, pay mix, range penetration, and pay-equity views with drill-downs to team or employee level. You can identify hotspots early, such as cohorts clustered below the range, or track the impact of remediation over time. These aren’t vanity charts; they drive decisions you can defend.

    Employee Self-Service

    The platform generates total reward statements that explain base, bonus targets, equity (where applicable), and where an employee sits in range. Paired with a short FAQ, this transparency reduces confusion and escalations while reinforcing your pay philosophy.

    Compliance

    Eligibility rules are applied uniformly across locations, and immutable logs capture approvals and exceptions. Whether you’re responding to an internal review or a regulator, the evidence is already in the system.

    What Makes “Good” Compensation Software

    Planning Power

    The tool should handle overlapping cycles, merit, promotion, market, equity, and bonus, without falling over, and let HR and Finance model “what-if” scenarios before launch. Global readiness, including multi-currency planning and geo differentials, is table stakes for distributed teams.

    Governance and Control

    Role-based permissions, redlines, and exception workflows keep decisions consistent while still letting leaders move quickly. Crucially, these guardrails should be configurable by your admins rather than requiring vendor change requests.

    Market Data Readiness

    Survey ingestion should be simple, and job mapping should tolerate real-world messiness, hybrid titles and unique scopes, while still producing usable ranges. The software should help you compare multiple market cuts and keep them fresh.

    Analytics That Matter

    Look for compa-ratio distributions, range penetration by cohort, budget variance, and pay-equity analyses with statistically sensible comparisons. These are the metrics leadership will ask for when approving budgets and monitoring fairness.

    Manager and Employee Experience

    Managers need clear status cues, inline policy snippets, and validations that prevent errors at the point of entry. Employees need straightforward reward statements that tell the pay story without jargon. If people can use it without training, you’ll get better outcomes.

    Integrations and Data Flow

    Bi-directional sync with HRIS and payroll, single sign-on, secure APIs or scheduled files, and a sandbox for testing are non-negotiable. Field-level mapping matters so you’re not bending titles or levels to fit the tool.

    Security and Compliance

    Expect encryption, detailed access logs, data-residency options, retention controls, and least-privilege access to named pay data, especially in global organizations. Security should be visible, not assumed.

    Configurability and Scale

    Admins should be able to add cycles, adjust ranges, and refine rules without code. Performance must hold up during peak planning weeks when everyone is in the system.

    Value for Money

    Transparent pricing, credible implementation timelines, responsive support, and a sensible path to expand (or simplify) as your needs change all feed into ROI. Evaluate total cost, subscription, implementation, market data, and internal admin time, against cycle time, error rate, and equity improvements.

    How to Evaluate UI, Usability, Integrations, and Value

    User Interface

    Ask whether a first-time manager can complete their task in one sitting without a walkthrough. Warnings and errors should be in plain language with clear next steps. Clarity beats cleverness every time.

    Usability

    Templates, inline help, sample workbooks, and a live build during the demo reveal how admin-friendly the tool really is. If the vendor can’t configure a simple cycle in front of you, expect a steep learning curve.

    Integrations

    Confirm supported HRIS and payroll systems, the sync cadence (near-real-time or nightly), how market data is refreshed, and how the tool handles org changes mid-cycle. A working sandbox is a good sign that they take integration seriously.

    Configurability Versus Custom

    You want admin-configurable rules, ranges, and reports. If every tweak requires a statement of work, your cycles will lag behind the business and costs will creep.

    Value

    Consider the full picture: subscription, implementation, survey spend, and internal effort. Tie the investment to outcomes, shorter cycles, fewer errors, narrower equity gaps, so value is visible beyond the feature list.

    Popular Compensation Tools, Where They Fit

    Decusoft Compose

    Best for teams needing flexible, multi-cycle planning with strong manager workbooks.
    Why it’s chosen: Configurable guardrails, clean scenario planning, and easy-to-follow approvals help large orgs move fast without losing control.
    Notes: The cleaner your job architecture and ranges, the more value you unlock on day one.

    Xactly

    Best for sales orgs with complex incentive comp (ICM), crediting, and territory changes.
    Why it’s chosen: Deep variable-pay math, quota/attainment modeling, and Salesforce ecosystem fit.
    Notes: Pair with a general comp planner for non-sales populations to keep a single source for merit/promo.

    BalancedComp

    Best for banks/credit unions needing industry-specific ranges and guidance.
    Why it’s chosen: Financial-services job families, compliance-aware structures, and practical, sector-savvy advice.
    Notes: Strongest when your roles align with FS benchmarks.

    Payfactors (Payscale)

    Best for teams prioritizing market pricing and broad benchmarks.
    Why it’s chosen: Rich survey library, community data, job pricing workflows, and fast range updates.
    Notes: Add a planning module if you want formal manager workbooks and approvals.

    Workday Compensation

    Best for Workday customers wanting native comp planning and tight HR/payroll integration.
    Why it’s chosen: One data model, solid range/rules management, and robust security.
    Notes: Outcomes depend on the quality of your Workday job catalog, ranges, and security model.

    Implementation Playbook (Quick, Expanded)

    • Align philosophy
      Document market position (e.g., 50th/65th percentile), pay mix, geo policy (localize or anchor), equity stance, and promotion rules. This becomes the north star for configuration and manager guidance.

    • Clean job architecture
      Standardize families, levels, titles, and ranges; define geo differentials. Clear structures reduce exceptions and speed approvals.

    • Map integrations
      HRIS, comp (people, jobs, ranges); comp, payroll (approved changes). Decide on sync cadence, test edge cases (reorgs, transfers), and confirm audit logs.

    • Pilot a cycle
      Use real data with a friendly org slice. Capture a friction log (what confused managers) and fix before global rollout.

    • Train & communicate
      Short manager videos, one-page guides, office hours, and a FAQ for common “what ifs.” Share reward statement templates early.

    • Run & review
      Monitor exception rates, budget variance, cycle time, and equity hotspots. Publish a lessons-learned doc to iterate next cycle.

    Frequently Asked Questions (FAQ)

    What problems does compensation software actually solve?

    It replaces fragile spreadsheets with controlled workflows that enforce ranges and budgets, prevent out-of-policy decisions, and capture a full audit trail. Managers get clarity, Finance gets real-time cost visibility, and HR/Total Rewards can spot equity gaps and address them proactively, cutting errors, rework, and risk.

    How do I pick the right software for my company size and complexity?

    Start with your top two use cases (e.g., multi-cycle planning + pay equity, or sales incentives + manager workbooks). Favor tools that excel at those, integrate cleanly with HRIS/payroll, and are admin-configurable. A 90% feature fit with great integrations beats a 100% fit that forces manual bridges.

    What data do we need in order to implement smoothly?

    A tidy job architecture (families, levels), pay ranges or midpoints by geo, org hierarchy, eligibility rules, and clean people data (manager, location, status). For higher impact, bring survey files for market pricing, equity guidelines, and last cycle outcomes to seed analytics and test guardrails.

    How long does implementation usually take?

    Single-country, single-cycle deployments can launch in 6–10 weeks. Multi-region, multi-cycle programs take 12–16+ weeks, especially if you’re cleaning ranges, importing market data, or redesigning approvals. A time-boxed pilot de-risks the global roll.

    How does the software support pay equity?

    It tracks compa-ratio/range penetration by cohort, surfaces statistically relevant gaps, and lets you model remediation (e.g., targeted minimum increases). Guardrails then keep future decisions aligned so you’re not re-creating gaps every cycle.

    Can we manage both fixed and variable pay (including sales incentives)?

    Yes, with the right combo. Most platforms handle merit/promo/bonus. For sales plans with complex crediting/quotas, add an ICM tool (e.g., Xactly) and pipe payouts back into comp planning and payroll to keep a single truth.

    How do we handle global needs, currencies and local norms?

    Use multi-currency planning with geo-specific ranges and eligibility rules. Convert to a consolidated currency for budgeting/reporting, attach local policy notes to manager workbooks, and respect regional data residency where required.

    What about security and employee privacy?

    Look for SSO, role-based access, field-level permissions, encryption, audit logs, and retention controls. Limit named pay visibility to those with a business need and keep broader dashboards anonymized/aggregated when possible.

    How do we communicate outcomes so employees actually understand their pay?

    Use total reward statements that explain base, bonus targets, equity, and where the employee sits in range, plus what growth looks like. Give managers a one-pager to tell the story consistently. Clear communication reduces churn and ticket volume.

    How do we measure ROI on a comp platform?

    Track cycle time, manager error/exception rates, budget variance, payroll adjustments, pay-equity gap movement, offer acceptance, and regrettable attrition in key roles. When time decreases, errors fall, and equity improves, the investment is paying off.

    Conclusion

    A great compensation platform turns philosophy into practice, fair, fast, and traceable. Get the inputs right (job architecture, ranges, market data), pick tools that play well with your HRIS, pilot on a real cycle, and coach managers to explain the “why” behind pay. Do that and you won’t just run cleaner cycles, you’ll keep top performers, win offers, and earn trust across the company.

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  • Employees Happiness: How to Maintain and Keep it

    Employees Happiness: How to Maintain and Keep it

    The post-pandemic world is where the work environment is transforming due to an introduction of flexibility. Today, employees in a company are not only looking at the salary for satisfaction but also for happiness. New-age employees are looking for mental wellbeing, work-life balance, flexibility for more job satisfaction. Gone are the days when employees took unmatched pressure only for money.

    Today, we recognize that the workplace environment plays a huge role in employees satisfaction and happiness. HR management in companies is not just hiring the right talent. It is also creating a healthy environment for the employees. Today, people spend the most time at the workplace. Thus, employee management and happiness matter a lot.

    HR management teams also recognize that employees who happily work for the company are more productive than others. Employee happiness boosts productivity within the team and creates stability. HR managers today look for windows to engage the employees in different activities that safeguard their wellbeing and happiness. Now, mental health and happiness are very important for employees. Many employees even give it more importance than the pay scale. HR managers recognize the long-term profit of a company in creating a workplace where employees are happy.

    In this article, we discuss the different ways to keep employees happy. While the management may think that it takes a lot to make employees happy and motivated, it is actually very simple. Before we go into it, remember that it is not possible to make everyone happy. Thus, it is normal to get some complaints from the employees. If the team can address the complaints of employees in a fast manner, it will be able to bring forth employee satisfaction.

    Here are some ways to ensure employee happiness in a simple manner to keep your employees happy and motivated

    Interact with the team

    The team may feel unhappy and de-motivated if there are no good communication channels established between the HR team, higher management, and the employees. It is as important to communicate as interact with the team. This ensures that the employees feel comfortable at their workplace and remain motivated. Without interaction, the employees will feel like doing mechanical work without any purpose. It is important to plan group activities or discussions to involve the entire team. The more interactions they have within the team and outside, the better coordination they have. By providing interaction, you facilitate them to speak up when necessary. That way, you establish channels for better employee communication.

    Show gratitude and give rewards

    Another way of boosting employee satisfaction and happiness is to express gratitude. Whether it is gratitude within the lower team or from the senior management, the feeling of appreciation keeps the employee spirits high. When the company has a good rewards policy, the employees have enough motivation to work. When it comes to working, a reward for working makes the employees happy. For example, even if you give a hard worker a certificate of appreciation, he will feel happy and work even better for the company. People like to work where they get an appreciation for their efforts.

    Payment on time

    While the pay scale is not that important now for employees, it will always remain as the bottom line. Where the employees get paid on time, they experience less stress. If the company pays on time, the employees are assured of payment. They also experience a strong work culture that triggers positive thoughts in their mind for the company. Therefore, the management should make it a point to pay on time.

    At most, the payment should be within two days’ time frame of the designated date. Where the employees do not get paid on time, they do not trust the company very easily. Thus, there is a chance that they do not give their hundred percent effort at a place like this. To ensure payment on time, the team should take the help of advanced software that helps in calculating the salary. For example, a good PTO tracker reduces administrative glitches in salary payment.

    Be compassionate to their needs

    As a part of management, you should always recognize your workforce as humans first. It is important to become humane and compassionate towards them. When they are working to fulfill the requirements of the company, it is also important as an employer to pay attention to their needs. For example, if an employee is facing high pressure for quite some time, the management should give him a day off.

    Similarly, if a person asks for a day off for something highly personal and meaningful to him, the leave should be granted. The management needs to stay firm with the employees. However, a firm approach does not mean that there is no room for empathy and humanity. Take a more people-based approach to your work structure.

    Plan a good social retreat

    It is important to get the tasks done. However, it is also equally important to take time off work. Something better than just giving out leaves is to plan recreational activities as a team. You can take the team out for a team lunch or dinner. You could also plan an office party on a special occasion or festival.

    This helps the employees in networking and also keeps them happy. You can look at a good vacation tracker and figure out when the team as a whole can go for a trip. Such breaks build the team and improve employee satisfaction. It gives them the feeling that they are not machines but humans doing meaningful work.

    There are numerous ways to keep your employees engaged and happy at the workplace. The thing that you have to take into consideration is that people have a life outside the office, and they need balance. The workplace does not have to be a place of stress. As long as employees experience happiness and excitement while working, they remain productive.

    Frequently Asked Questions (FAQ)

    What actually drives employee happiness today?

    A mix of meaningful work, manageable workload, flexible arrangements, fair pay, growth opportunities, and a respectful, safe culture. Tackle those levers consistently, not with one-off perks, and happiness compounds.

    How can HR measure happiness without a giant survey?

    Run short quarterly pulses (8–12 questions) and pair them with hard metrics: eNPS, voluntary/“regrettable” attrition, absenteeism and PTO usage, after-hours messaging, 1:1 completion, and onboarding time-to-productivity. Track trends and close the loop with actions.

    What quick actions lift morale within a month?

    Launch weekly value-tied shout-outs, publish a plain-English PTO guide with self-service requests, standardize biweekly 1:1s, and open a “friction log” where employees nominate one process to fix, then publicly resolve the top three.

    How does a PTO/leave tracker impact happiness?

    It removes anxiety and friction: balances are visible, requests are simple, approvals are fast, and policies are consistent. Managers see overlap risks and unused balances early, enabling fair staffing and real recovery time.

    How should leaders handle social retreats or team events?

    Keep them inclusive and optional, respect diverse preferences, and time them thoughtfully using your vacation tracker to avoid crunch periods or major holidays. The goal is connection, not compulsory fun.

    What’s the manager’s role in employee happiness?

    Managers translate strategy into clear goals, protect focus and recovery, recognize progress, and handle feedback with empathy. Their habits, regular 1:1s, fair workloads, visible appreciation, are the daily drivers of happiness.

    How do we balance flexibility with accountability?

    Set outcome-based goals and explicit norms for collaboration and response times. Clarify coverage during PTO and who makes which decisions. Review results in 1:1s; adjust the plan, not just the policy, if outcomes slip.

    How can we support mental health in practical ways?

    Normalize taking PTO, provide counseling/EAP access, train managers to spot and escalate burnout, reduce meeting load, and add quiet blocks to the calendar. Monitor signals (unused PTO, late-night chatter) and intervene early.

    How do rewards and recognition programs avoid favoritism?

    Anchor recognition to behaviors tied to values and outcomes, allow peer nominations, rotate spotlights across teams, and make criteria public. Measure participation and ensure representation across roles and locations.

    What if pay is competitive but morale is still low?

    Pay removes pain; it doesn’t create pride. Look at workload, recognition, growth paths, manager quality, and decision transparency. Fixing small daily frictions often moves morale faster than adding another perk.

    Conclusion

    Happy teams aren’t an accident, they’re the product of steady, boring excellence in the basics: clear communication, fair pay, reasonable workloads, real flexibility, thoughtful recognition, and tools that make life easier (like a transparent PTO tracker). Do those consistently, and you’ll see fewer absences, stronger performance, and a culture people are proud to join, and stay in.

    Smarter time off tracking starts here.

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