Summertime — Not So Fun for HRMemorial Day signals the return of warm weather, summer activities and fun. But summertime also brings a number of workplace issues from enforcing dress code and attendance policies to planning a company outing or event. The following are SESCO tips in preparing for and managing summertime "fun" in the workplace.
• Be specific in your dress code policy. Dress code tends to become more open to interpretation during the summer (sleeveless tops, open-toed shoes, flip flops, capris, skirts, etc.), so be sure to specify exactly what you mean by "business casual" attire instead of leaving it to the employee’s discretion. Spell out acceptable and unacceptable types of clothing and shoes (and examples), colors and styles (depending on your industry or type of organization), and specific days or situations that require different attire (such as formal or casual) than the usual. Also, be sure that you apply the dress code policy uniformly and consistently.
• Provide flexible scheduling. Summer is an ideal time to remind employees of your attendance policy as issues of consistently coming into work early or late or "calling off" tend to become more of a problem during the summer months. Another way to address this issue is by introducing flexible scheduling options to allow employees to better self-manage their work/life throughout the summer. In the summer, employees are typically faced with greater work/life constraints such as more activities, family obligations, and children home from school. Seasonal perks like flex-time, shorter hours on Fridays, compressed workweeks, and revised work schedules are all offered by some employers during the summer to help employees achieve better balance.
• Hire an intern or new graduate. Another useful way organizations provide relief to their employees during the summer months is by hiring an intern or new graduate. Interns offer a variety of workforce support and assistance with special projects at an affordable cost. They also bring fresh ideas and perspectives, technical knowledge, and a desire to learn. New graduates offer similar capabilities. Contact the placement office at your local Community College and University. They will have a list of individuals who are work ready.
• Offer time off from work. Time off is a common request during the summer with three major holidays (Memorial Day, 4th of July, and Labor Day), especially for Millennials. Be sure to communicate the paid time off your organization intends to provide for these holidays.
Additionally, scheduling and coordinating summer vacations requires an efficient and fair process to ensure that employees are able to take time off when desired, but also that the business is able to meet its demands. Here are some common ways organizations effectively coordinate vacations and paid time off:
- Post a vacation planner or vacation planning system.
- Create a method for employees to request or "bid" on preferred dates of vacation – such as a vacation request form. Build in supervisory approval.
- Require employees to schedule time off in advance, but be reasonable about how far in advance they need to schedule.
- Have employees coordinate vacation time with their coworkers and/or self-manage vacation time. This helps ensure that "back-ups" exist.
- Develop policies that specify what criteria will be used to approve vacations (first come, first served, seniority, rotation, etc.).
- Specify the limits of taking vacation (i.e. people with the same skill set can’t be out at the same time, maximum number of days, etc.).
- Monitor and take into account other leaves (FMLA, maternity/paternity, sick, disability, etc.).
- Remind employees that the business’ needs need to come first when scheduling vacations. As an employer, you do have the right to require an employee to postpone a vacation or require advanced notice.
• Start (or re-energize) your wellness program. There’s no better time to start or re-energize a wellness program than at the beginning of summer. Summer is an ideal time for employees to get into shape and improve their well-being and the workplace can help them do that. Employees also tend to be more interested in wellness at this time of the year given the nice weather, outdoor activities, and greater availability of fresh and healthy foods. This can boost participation rates which help you keep your workforce healthier and manage the sting of rising health insurance costs. Here are some ideas for your summer wellness program:
- Introduce a walking program
- Hold company-wide wellness/fitness competitions, challenges, or team-building functions
- Invite experts to speak on nutrition related topics
• Plan a company outing or event. The summer is a great time to plan a company outing or event and many businesses take advantage of the nice weather to spend time informally socializing with their employees. Outings and events are great opportunities to get to know your staff, show appreciation, and do some team-building. SESCO’s tips include:
- Form a committee. Don’t plan your event alone. Get other employees involved in planning the outing and event and delegate responsibilities.
- Define the event or outing’s purpose. Is the outing intended to be a social or networking event? Or is it an event that celebrates or recognizes something?
- Determine the location. Outdoor locations are ideal for summer events, but make sure that the venue fits your audience and the type of event you are creating. A formal event will need a formal setting.
- Set a date. Identify a couple potential dates and confirm the availability of the location as well as those that need to attend the event. Provide confirmations.
- Create an agenda or timeline for the event. Lay out the entire event in terms of breaks, activities, meals, etc. and the times that they should take place. Assign roles to people on your committee and have them "own" certain tasks.
- Communicate details. Be sure that your guests have all the information they need about the many events or outings (i.e. location, directions, timing, attire, meals provided, response directions, and contact information).
- Select food and activities. Make sure these are relevant to the type of event and the people attending, and also consider any dietary restrictions ahead of time. For example, if children will be attending the event, activities and food selections should be fitting.
- Test-drive the event. Test equipment, walk through the venue, and get familiar with the things you’ll need during the outing. Pretend like you’re the guest.
- Make it unique. Traditions are great, but try to build an element of surprise into your outing or event to make each year exciting. This could be a new location or venue, different entertainment, or a new giveaway.
• Continue to train and guide performance. Engagement can often become stale in the summer months. That’s why performance management, training, and development should not wane during the summer months. It’s important to keep investing in these practices so employees stay engaged and productive. For example, the summer signals mid-year, which is an ideal time for employees to meet with supervisors to discuss their performance and progress towards goals and objectives set at the beginning of the year. This discussion can help refocus employees on their goals, help establish new projects and objectives, and identify what additional support is needed. Additionally, while many employers refrain from scheduling training during the summer due to vacations, this actually can be an ideal time for training and development – especially if business is slower than normal during this season.
• Prepare for budgeting. The summer passes quickly and budgeting will be just around the corner. With employers planning to provide salary increases this year, it may be worthwhile for your organization to benchmark your employees’ compensation so that you are prepared to make good decisions about market adjustments and compensation increases when budgeting time approaches. Keep a compensation project on your agenda this summer.
SESCO Client Feedback"Jamie, just a quick note to say that it was super seeing you in San Diego and thank you for your session in our 2016 CEO Summit and our Small Business Roundtable session. WOW, what may I add? It was incredibly informative and our members not only learned a lot, but also took away so many new ideas! It also kept them on their toes, wishing for this session not to end!" ~ Gillian Campbell — SISO
"It’s a pleasure to be associated with such a fine company!" ~ Betsy Galliher, Church Business Administrator — First Presbyterian Church
"We (NPB) actually had a limited amount of time for Joel to work in and yet he managed to provide the desired direction and provide materials for manager’s reference. Joel was very receptive to our needs and easy to work with." ~ Lori Counts, Human Resource Assistant — New Peoples Bank
Good Management Leads to Business SuccessSuccessful managers know what employees need to work effectively, stay productive, and contribute to good customer service and a harmonious workplace. They know the behaviors that a manager needs to stay away from to encourage successful employees.
Managers who want to succeed also understand that they are the most significant factor in whether employees are motivated to want to show up for work. A bad manager is frequently cited as a key reason why employees quit their jobs.
Striving for greatness as a manager should top every manager’s goal list. The difference that a great manager can make in the work lives of employees is inestimable. Helping employees feel rewarded, recognized, and thanked is also key to performing effectively as a manager.
The most important issue in management success, however, is being a person that others want to follow. Every action you take during your career in an organization helps determine whether people will one day want to follow you. Without followers, you cannot lead and manage. So, use these seven tips to become the successful manager that you aspire to become.
Seven Key Management Skills
A successful manager, one whom others want to follow:
• Builds effective and responsive interpersonal relationships. Reporting staff members, colleagues and executives respect his or her ability to demonstrate caring, collaboration, respect, trust, and attentiveness.
They depend on this manager to treat colleagues with dignity and respect, to keep his word, to exude integrity, and display dependability and character under even the most challenging occurrences and challenges.
• Communicates effectively in person, print, and email. Listening and two-way feedback characterize his or her interaction with others. The manager is also open to receiving feedback from colleagues and reporting staff. He avoids a defensive response and is willing to change his behavior when the feedback is on target.
• Builds the team and enables other staff to collaborate more effectively with each other. People feel as if they have become more — more effective, more creative, more productive — in the presence of a team builder.
She is willing to sit down and problem solve when teamwork or team tasks are not on target and working effectively. She’s able to let employees know directly and candidly when they are impeding the team’s progress.
• Understands the financial aspects of the business and sets goals and measures and documents staff progress and success. This allows the team to feel a sense of progress, that they are reaching goals, and exceeding expectations.
People want to know how they are performing against expectations at work. Financial and other goals let them know. Painting a picture that employees can agree on is effective for noting progress when numerical goals don’t exist. Good managers understand and play the appropriate role in creating this picture, feedback, and communication.
• Knows how to create an environment in which people experience positive morale and recognition and employees are motivated to work hard for the success of the business. Understands that she is the most significant factor in whether employees are happy at work.
• Leads by example and sets the pace via her expectations and behavior. She provides recognition when others do the same. She walks her talk. Employees know that she is the real deal because she says and does the same thing.
• Helps people grow and develop their skills and capabilities through education and on-the-job learning. Brings career pathing to employees so that they continue to grow and develop. Makes employee career and personal development a priority in the workplace. Employees feel as if their manager cares about their careers and progress.
Contact SESCO to learn more about our Certified Leadership Development Programs or request a free needs assessment checklist and catalog.
Special Thanks to SESCO Association Clients!American Subcontractors Association
Automotive Training Institute
American Council of Independent Laboratories
Quality Service Contractors
Virginia Community Healthcare Association
Time & Pay
Painting & Decorating Contractors Association
Independent Hardee’s Franchise Association
National Funeral Directors Association
National Chimney Sweep Guild
Tennessee Credit Union League
Tennessee Auto Association
Bankers Insurance, Inc.
Dealers Strategic Planning, Inc.
Exhibition Services & Contractors Association
International Truck Parts Association
Missouri Alliance for Home Care
National Pawnbrokers Association
National Retail Tire Network
SnowSports Industries America
Society of Independent Show Organizers
Tire Industry Association
Virginia Automobile Dealers Association
Virginia Automotive Association
Kentucky Automobile Dealers Association
Virginia Association for Home Care & Hospice
Wisconsin Institute of Certified Public Accountants
SESCO Client Inquiry — Staff ResponseQuestion: How can managers get a company in trouble when releasing reference information?
Answer: Many managers get a company in trouble by becoming petty or malicious, both when documenting a discharge and when releasing reference information to prospective employers. Also, frequently managers may falsify or color the reasons for an employee termination out of personal animosity or vindictiveness. When managers document a discharge, they sometimes introduce unnecessary personal comments and irrelevant information.
Managers can also get a company in trouble by communicating information regarding the terms of a discharge to people outside the company who have no need to know the information. For example, telling "war stories" to relatives, friends and colleagues.
If managers focus on the question "Is there really a need for this person to know the details of this case?" they will avoid most defamation claims.
Special Thanks to New SESCO Clients!Society of Independent Show Organizers
Old Dominion Tire Services, Inc.
National Roofing Contractors Association