July 14, 2016

Let’s celebrate this moment

Celebration is appreciation… is thankfulness… is a positive reception. It is a kind of fabulous response you show acknowledging an action.

This means – to celebrate this moment- this very moment- Celebrating NOW. To celebrate every moment you need to live every moment. And to live every moment, you need to stay passionate and in the real sure living. Know every moment acknowledge every moment and grasp every passing moment. Hundreds of people don’t even know when a moment has passed. People simply pass their moments- as they never consider those as moments. They await for something big to happen and for them the passing time is merely a process wherein one has to wait for the end result. And, if you wait for something big to happen and then take the call of acknowledging the same – it’s utterly wrong- you poorly fail to understand that only when you enjoy the process the results yielded is fruitful, beautiful and successful. Hence, start looking around for a reason to celebrate.

Being a HR Professional- the onus is on you to acknowledge others. Be appreciative… generally in life you are so busy that you don’t take time for these petty things. Start appreciating… it speaks volume about you! You need to be present all the time; keeping your senses open and be ready to acknowledge and accept your surrounds. This surely will not flair up negativity, but rather chances are high, of people staying charged and motivated around you. And, this is what you want…Right??

This certainly will also facilitate you to get rid of the old conventional Performance Appraisal system. Get the things done in this moment. Don’t wait for the end of a year to acknowledge someone’s right doing. OR What’s the point of waiting for someone working in a wrong direction and getting exhausted? Instead be appreciative then and there. It’s cost-effective and it works- even a pat on the back… boost the level high. Start the practice of ‘Appreciation & Correction’.

And… in the worst scenario- having nobody to appreciate you and your work… do it yourself. Go to some place where people are not watching you. Pat yourself and spell out – “Heyie… buddy you are doing good and am proud of you. You are the best”! These words – even if it is from your own mouth works wonder. You stay charged. Now when you know and experience that this works – start doing it for others and see how others love working with you. Celebrate your own doings and also celebrate your employees’ doings. This will definitely recharge the whole atmosphere. Why wait… create the kind of atmosphere – ‘Catch someone doing right’ and make this a practice. This doesn’t mean to ignore the wrong doings. The point is to correct the practice of
only popping up the wrong things. Make a point to correct the practices, if found wrong and get the things on the right track. And, more you appreciate your employees’ right behaviour- it is bound to augment. Ultimately happy behaviour brings in happy working style and happy working style ends in high productivity. Here… at this point you realize that you have made this- what actually you are supposed to do is creating a hi-performance culture.

A live illustration on creating a hi-performance culture is the recent days IPL matches. Watching the IPL matches have always made me feel high; as the awarding/ rewarding strategies is really boosting to anyone- starting from the players to the spectators. Their arrangement of rewarding immediately after every performance is truly awesome. You do it and you are paid! – this gives you the energy of going beyond your limitations. The immediate recognition after every act customarily boosts anyone to perform more and more. The way they are rewarded- publicly, proudly and
handsomely really makes the difference. There is a recognition for everything- terrific batting, bowling, fielding and literally for any outstanding act and even one is recognized for  behaviour/conduct on field and that’s for the fair play.

This is what I think of when I design a reward system. The design itself should be motivating, magical and magnificent to bring out all the potentials. Here, the players for us will be performers and the spectators are the stakeholders. Design a system that excites everyone as a team and also allows the individual to walk that extra mile.

Make some extra arrangements from the old routine job. Create a patterned point system- Star Rewarding System. Customize the expected activities & outcomes for each role. One star for each outstanding performance/ achievement. Minus points (minus half star) for each flaw that occurs. The awards/rewards can be unarguably presented for the following scenario:

***** Individuals attaining – 5Star ***** Team accomplishing – 5Star

Display the score board for all the employees. Create a competitive habitat that naturally boost everyone to outstand. Because, everything here is transparent and displayed for the info purpose. Make the parameters and yardsticks flawless and ensure everyone knows what is expected out of them and what is given in return. What a fabulous arrangement- this is where the beauty of transparency exists.

The Beekeepers story will indeed amuse you and make the point clear. This story literally fits in showing the significance of communicating to your employees what exactly is expected out of them and what qualifies them as a performer. This will surely engage and encourage them for a healthy and very much needed competition spirit. Here, you find your employees competing with each other for the betterment, of course. Everyone makes sure that the organizational goal is attained and they keep stretching themselves, as the old age saying goes- If you want something you never had; you need to do something that you never did!

The story is about two beekeepers, working for the same company and they each had a beehive. The demand of the company was to produce more honey and double the business. Hence, each beekeeper was told to produce more honey at the same quality. With different ideas about how to do this, the beekeepers designed different approaches to improve the performance of their hives.

Beekeeper 1
 The first beekeeper created a bee performance management approach that measured the no. of flowers each bee visited. An extensive measurement system, for a considerable cost, was formed to count the flowers each bee visited.
 The individual performance was conveyed to each bee by the beekeeper at midseason, but the bees were never told about the hive’s goal to produce more honey so that the company could increase honey sales.

The beekeeper created special awards for the bees who visited the most flowers.

Beekeeper 2
 The second beekeeper also created a bee performance management approach, but this approach communicated to each bee the goal of the hive—to produce more honey.
 Their performance was measured in two aspects: the amount of nectar each bee brought back to the hive and the amount of honey the hive produced.
 The performance of each bee and the hive’s overall performance were charted and displayed on the hive’s bulletin board for all bees to see.
 The beekeeper designed a few awards for the bees that gathered the most nectar, but he also fashioned a hive incentive program that rewarded each bee in the hive based on the hive’s production of honey—the more honey produced the more recognition each bee would receive.

What do you think might have happened to each hive at the end of the season when the Queen Bee would report back to each Beekeeper?

Beekeeper 1 at the end of the season

The first beekeeper found that his hive had indeed increased the number of flowers visited, but the amount of honey produced by the hive had dropped.

The Queen Bee reported that because the bees were so busy trying to visit as many flowers as possible, they limited the amount of nectar they would carry so they could fly faster… this shows that the Goal was not clearly communicated.

Also, because the bees felt they were competing against each other for awards (because only the top performers were recognized), they would not share valuable information with each other (like the location of the flower-filled fields they’d spotted on the way back to the hive) that could have helped improve the performance of all the bees. After all was said and done, one of the high-performing bees told the beekeeper that if he’d been told that the real goal was to make more honey rather than to visit more flowers, he would have done his work completely differently… this shows that Teamwork was not given any importance.

As the beekeeper handed out the awards to individual bees, unhappy buzzing was heard in the background.

Beekeeper 2 at the end of the season

The second beekeeper, however, had very different results. Because each bee in his hive was focused on the hive’s goal of producing more honey, the bees had concentrated their efforts on gathering more nectar to produce more honey than ever before.

The bees worked together to determine the highest nectar-yielding flowers and to create quicker processes for depositing the nectar they’d gathered.

They also worked together to help increase the amount of nectar gathered by the poor performers.

The Queen Bee of this hive reported that the poor performers either improved their performance or transferred to another hive.

Because the hive had reached its goal, the beekeeper awarded each bee his portion of the hive incentive payment.

The beekeeper was also surprised to hear a loud, happy buzz and a jubilant flapping of wings as he rewarded the individual high performing bees with special recognition.

THE MORAL OF THIS STORY IS:

 Design your systems carefully because it will affect the behaviour of your employees.
 Measuring and recognizing accomplishments rather than activities—and giving feedback to the worker bees—often improve the results of the team.

Now you see… it’s not easy to create and maintain a Hi-performance culture and yet not impossible! If the process excites everyone… it sure shot incites results. Wear your HR hat and face the sun… it’s time to pick one more feather and double the business…honey!

An Article by :

IMG-20160220-WA0028

Anita Simson

Manager- Human Resources & Admin.

Towell Mattress & Furniture Industry