Dealing With Change

As people, we struggle with change. Even if you embrace it, deep down there’s a psychological drive to avoid change where possible. That’s the primitive part of your brain – the one that thinks you’re a caveman and wants to stop you from eating new berries in case they kill you.

That’s not really an issue in the modern world, but our brain has held onto those processes for thousands of years. Which means that when we go through a period of change, we go through a process to get past that primitive programming. Think about the last time you changed jobs, moved house, or even switched service provider. What were some of the thoughts and emotions you went through? You probably started by denying that there was a problem, putting off dealing with the issue until you absolutely had to. Then you might have been sad and regretted your decision, or even angry at the situation, or the solution to it. But after a while you start to accept it, and move forward with this new normal.

All of that is completely normal for anyone going through a change, and then a transition in their life. And what bigger transition is there than starting a new job? That’s where the Kubler-Ross Model comes in. Also known as the Transition Curve, it’s a model to help us understand the psychological journey undertaken at a time of change.

But why is all of this relevant? Well, it’s because when an employee starts a new job, it is a period of great change for both the employee and the employer.  It might not be a business restructure or a drastic change for the business, but for a new employee it is a life-changing time, and they are going to go through this cycle with their new role.

What Is The Kubler-Ross Model?

In 1960, a woman called Elisabeth Kubler-Ross developed a theory to explain the grieving process. You might be familiar with it as ‘the stages of grief.’ Kubler-Ross’s 5 stages – denial, anger, bargaining, depression and acceptance – have been adapted in many different ways over the years, and this general model has since been widely used as a method that can help us understand reactions to change.

In fact, in the 1980s the Change Curve (as it had become known) was a firm fixture in change management circles, despite being seldom implemented. The curve, and its associated emotions, can be used to predict how performance is likely to be affected by the announcement and subsequent implementation of a significant change. Every iteration is consistent in following the same core emotions, which are often grouped into 3 distinct transitional stages.

Stage 1 – Shock And Denial

The first reaction to change is often shock. This initial shock, while frequently short-lived, can result in a temporary slowdown and loss of productivity. Performance tends to dip, and individuals who are normally clear and decisive may seek more guidance and reassurance. This shock is often due to:

• Lack of information
• Fear of the unknown
• Fear of looking stupid or doing something wrong

As a response to shock, it’s common for individuals to then experience denial. Here, the focus tends to remain firmly in the past and how things used to be. There is likely to be a sentiment of ‘everything was ok before’. This is also felt in response to reality not meeting expectations and/or a response to circumstances that fall short of what was expected. Other common feelings include:

• A desire to return to the comfort of the prior status quo
• Feeling threatened
• Fear of failure

Individuals who have not experienced significant change before may be particularly affected at this stage, and it’s common for those affected in this way to convince themselves that the change won’t happen, or that if it does, it won’t affect them. Performance often returns to the levels seen before the dip experienced during the initial shock. They then tend to carry on as they always have, and may deny having received communication about the changes, or make excuses to avoid taking part in forward planning.

Stage 2 – Anger And Depression

After the feelings of shock and denial have been processed, the next stage is anger, and this can be difficult for a business manager to deal with. Focussing the blame on someone or something allows a continuation of the denial by providing another focus for the fears and anxieties that the change is causing. Common feelings include:

• • • Suspicion
• Scepticism
• Frustration

The lowest point of the Change Curve comes when anger wears off, and the realisation that the change is genuine hits. This is when morale is at its lowest, when self-doubt is present and anxiety levels peak. Feelings during this stage can be hard to express. This period can also be associated with:

• Apathy
• Isolation
• Remoteness

At this point, performance is at its lowest. Individuals may continue to perform tasks in the same way as before, even if this is no longer what’s required. Some people will be reassured that they are experiencing the same feelings as others, and this is when providing managers, teams and individuals with information about the Change Curve is valuable, as it underlines that the emotions are shared. From here they can help develop a more stable platform to move into the final stage.

Stage 3 – Acceptance And Integration

This phase brings a more optimistic and enthusiastic attitude. Individuals accept that change is inevitable and begin to work with the changes rather than against them. Now come thoughts of:

• Exciting new opportunities
• Relief that the change has been survived
• Impatience for the change to be complete

The final steps involve integration. The focus is firmly on the future and there is a sense that real progress can be made. By the time everyone reaches this stage, the changed situation has firmly replaced the old and become the new status quo. This involves feelings of:

• Acceptance
• Hope
• Trust

During the early part of this stage, energy and productivity may remain low. However, the new attitude will be one of discovery. It brings questions about possibilities and opportunities.

This theory has been generally accepted as the standard for workplace transition theory. We believe that theory can be further explored where other changes happen outside of the job transition process, for example, a new job can also create new travel arrangements, bring new people and it may include new childcare arrangements or a house move. All in all, it’s a lot to handle at once, and so you as an employer need to understand what your employees are going through.

As a people leader, if you understand how you feel when going through change it will help you recognise how your staff are feeling. If you’re facing some issues with new employees, or your business is going through a period of change and would like some guidance, please get in touch with the team today to book your free, no-obligation consultation.

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Managing + Preventing Burnout

Employee burnout in the workplace is on the rise in general, but we see it most often in the tech industry. The constant advancement of technology means that there is a culture of ‘this needs to be done instantly’ embedded within businesses as a way to keep up. But this comes at a cost – increased work hours, poor leadership, unclear direction, work overload and toxic work culture are all knock-on effects of the tech race. Put together in any combination, and you have a recipe for fast burnout.

There are a variety of ways to tackle the issue of employee burnout. Since the tech industry isn’t going to change overnight, companies need to prioritise the mental well-being of their employees on a long-term basis. Research has shown that tech firms that invested in understanding individual contributions and providing tailored well-being support saw a sharp increase in employee engagement, as well as a 48% reduction in burnout.

Recruiting Top Talent

The tech world is built on innovation, which means every tech firm out there is fighting for the most highly qualified candidates. 6% of tech firms listed hiring talent as one of their major challenges, especially when there is no internal HR function and hiring is just one of many balls these firms are trying to keep in the air. So how does a specialist in tech HR help you level up? your recruitment game and attract top talent? First, they can help you design a recruitment and retention program that will actually work! Strategy is a big part of successful recruitment, and an HR company with its ear to the ground will know what it is that top candidates want from employers. This means more than free food, high salaries and gym sessions. Perks like this are becoming the norm, so you’ll need to do better. Purpose, meaning, and development opportunities are all great places to start.

On top of that, a tech HR specialist can manage the actual recruitment process for techies. Once a strategy is in place, The HR consultant can source candidates, screen them ready for interview and help you prep for interviews too. Not to mention supporting you with employee onboarding!

Managing Communication

As HR experts with a lot of experience in tech, we know that one of the biggest HR issues tech firms face is actually communication. The types of personalities drawn to working in tech trend towards the introverted and passionate, which means that maintaining effective communication between teams and leadership can be challenging. Whether that’s making sure everyone is pulling in the same direction, managing interpersonal conflict or ensuring everyone is using the same methods to communicate clearly to avoid misunderstandings. As people who have worked in tech for years, HR tech experts understand How techies talk and can translate that for management to keep the communication gates open.

Maintaining Skills With Generational Divides

Upskilling is one of those topics that shouldn’t create too much controversy all by itself, but within tech firms, it can become a sticking point. To clarify, in 2022 almost 54% of all employees needed new training in digital skills -even in the tech space. So, the issue isn’t the need to maintain cutting-edge digital skills, but the approach to achieving them.

Millennial leaders (who now make up nearly 35% of the workforce and around 7%-10% of leadership roles) believe that reskilling existing employees in new technologies is equally as important as recruiting new ones.

Older leaders, however, tend to believe that reskilling isn’t needed and that recruiting new and already skilled employees is a more effective approach. These differences in opinion can cause a lot of conflict within leadership tiers, as well as generate pushback from employees, who will have their own views and preferences. Which can make moving the company forward a challenge at best.

HR experts can help tech firms develop a strategy that keeps them at the forefront of talent, technology and skills. By blending reskilling and recruiting and developing soft skills, many tech firms have found themselves better able to keep up with cutting-edge technologies.

At Karen HRM we provide tailored and effective HR support to all sorts of businesses, but we do have a soft spot for tech companies. With years of experience working in various roles in the tech space, founder Karen is perfectly placed to help small tech firms scale and succeed. If you’d like to know more, just get in touch with the team today and book your free consultation.

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Why make someone redundant? 

Redundancy primarily occurs when a business is either closing (perhaps to relocate) or when the employees needed for a specific role are no longer needed or being reduced.  Cutting down on the number of employees can save costs and reduce overheads for employers if there are any financial issues.  After all employees are often one of the biggest expenses a company has. Secondly, the company may need to be restructured if it has outgrown its original design – perhaps people need to be moved around (redeployment) or some roles are just not needed at all (redundancy).

How does the process work? 

Redundancy should only happen once you are certain that there are no other options.

Have you…

• Done a cost review?
• Investigated as to whether reducing hours or pay would work?
• Considered if any extras can be cut, such as bonuses or benefits?

If even after this, there appears no viable solution then you’ll need to read the steps below on how to fairly and correctly execute a redundancy process.

1. What are your reasons? 

It’s vital to know why you have come to the decision to make roles redundant so that this can be communicated to staff.

2. Which roles are being made redundant?

Once you decide which jobs are no longer needed you will have created a group of people at risk of redundancy. This could include multiple people if many of your employees do similar tasks, or even just one person if they have a unique, standalone position. If you have a number of people who do the same or similar roles, they will need to be put into a selection pool.

3. Tell the people who are at risk of redundancy 

Depending on the numbers involved, this can sometimes be done in a group meeting – here, you must consult those affected about their job either being no longer required or changed. This gives the affected employees a chance to propose any changes that may influence your decision.

4. Create selection criteria

If you need less of a particular role you will need to design selection criteria.  This is a set of criteria where you set out the skills and behaviours needed in the roles that will remain. You will score individuals against each of the criteria set.  This will offer objective reasoning behind the decision on who will be kept and who will be let go.

5. Individual consultation meetings 

You must now hold one-on-one meetings with those whose jobs are at risk of redundancy.  These meetings are extremely sensitive and can be very emotional and difficult for an employee to take in what is happening.  It is essential to give sufficient time for an affected employee to provide feedback on the selection criteria, how they feel about the decision and to discuss alternative roles if appropriate.  Ultimately, you will provide an outcome letter which addresses any points made by the employee in their meeting and invite them to their next consultation.

6. Second consultation meetings

This is your opportunity to let your employee know how they scored (if they want to know) and if they have any comments on the decision to select their role for redundancy.  Whilst they may want to know how everyone else scored in their selection pool, you cannot disclose this information.  This consultation meeting must be formally followed up in writing, again answering any feedback and points raised and inviting them to a final consultation meeting.

7. Are there alternatives? 

Check if your company has any role vacancies that may be a suitable match for those being made redundant – this means that the skills required are similar to their current position.  Provide as much information as you can about these roles to your at risk staff.  Give them the opportunity to apply if they wish.  Some roles may be deemed “suitable alternative employment” and some may not be deemed suitable alternatives, i.e. seen to be more junior, require a lot of additional training, have different shifts or hours.

8. Final consultation

At this stage you can give your staff a notice of redundancy.  As all points raised should have been thoroughly talked through at the earlier stages, you should only need to briefly recap the previous discussions and reasoning before issuing a notice of redundancy.  This must be confirmed in writing, including any leaving arrangements, the redundancy terms, payment schedules and the right to appeal.

9. Right to appeal

This is a necessity to show that this has been a fair process throughout.  If an appeal is raised, a manager uninvolved in the process should hear the appeal to ensure objectivity.

Submit an enquiry via our online form today to find out how we can help your business, or call 07771 642 182 to book a 30 minute consultation with Karen directly.

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Thankfully, probation periods and reviews are a move to resolve this issue. Within this probation framework, you are able to tell whether your new starter truly has the skillset that they promised and likewise the new starter can assess if this is the right role and company for them. For those who do make it, probation reviews will provide valuable insight into performance, training needs, and give timely feedback so that your new employee understands the expectations of their new role and company.

What is a probation review?

This is a meeting in which you and your new starter properly assess their progress in the new role, whether they have achieved any targets set, completed training requirements and received the support needed to be successful.

What’s a probation period?

It is essentially a trial period for new employees, which usually last three or six months, and in some circumstances can be extended by a further 3 months. Within the probation period they may be exempt from certain benefits that other workers may have, such as company sick pay.  Additionally, if a new employee doesn’t complete the probation period successfully, they may be let go with a short notice period.  Making it very useful to companies if a new starter is quickly proving to be ineffective.

What can happen in a probation review? 

There are three possible outcomes on completion of a probation period:

• Dismissal; if their performance has been highly unsatisfactory you will have no choice but to let them go.  This must be confirmed in writing and providing the statutory notice period and pay.
• Extend the probationary period; if there have been any criteria that the employee has not met, or you believe they need a bit more time before reaching the standard your company expects, you will be able to extend their probation for an additional 3 months. Of course, this must be confirmed in writing with the reason, the new probation period end date, review dates, and a set of goals for the new starter to strive towards.
• Success! They have completed this period as expected and confirmation of this should be confirmed in writing.

Who do probation reviews benefit? 

Probation reviews can be hugely helpful to both employer and new employee. They are a vital method in motivating your workers to work on their performance by having a direct line of communication, and it ensures that they do not get lost and overwhelmed when starting a new job.  We all know that it can be very nerve-wracking!  It can be encouraging to make sure that both of you are on the same page and working towards the same goals. From an employer’s perspective, it is crucial to understand the strengths and weaknesses of all your workers, and these reviews can help lay them out in black and white, and give constructive feedback based upon this.

There are a variety of issues that may be brought up within a review, and it’s the perfect chance to have an open discussion; whether it’s your new starters’ concerns or yours. For example, perhaps they mesh perfectly with the workplace culture and are enjoying their job, however the commute is simply too much. Potentially this could be resolved looking at whether flexible working hours or occasionally working from home is a viable option. Or, if you feel as though they’re underperforming a clear set of goals and appropriate support can be outlined so they have a target to strive towards.

Submit an enquiry via our online form today to find out how we can help your business, or call 07771 642 182 to book a 30 minute consultation with Karen directly.

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Thankfully, this is easy to change!  No matter how nice and desirable gifts or expensive employee programs are, most people are actually just looking for a productive yet enjoyable workplace where they don’t feel as though their efforts are going unseen. We will show you some easy solutions on how to better celebrate successes in your workplace (because everybody, no matter their position, likes to be appreciated).

How can I recognise my colleagues in a way that they’d appreciate?

Below, we have listed the top five ways in which employees were recognised that they found the most memorable, as found by a Gallup workplace study.

• Public recognition or acknowledgment
• Private recognition from a boss, peer, or customer
• Receiving or obtaining a high level of achievement through evaluations or reviews
• Promotion or increase in scope and responsibility
• Monetary awards pay increase, trips, etc.

You may have noticed that the top two on the list don’t include any monetary value, making it very evident that no matter the financial budget of your company, appreciating your employees properly and cultivating a workplace culture that celebrates achievements is still possible.

Public recognition in particular is an excellent way to celebrate any successes that have a wider impact on the business or other employees. Not only does it deeply validate that individual or team on their good work, it is a grand display of how valuable work is, and informs the other workers the benefits of performing in such a way. Seeing other people be publicly praised may motivate your other employees to also do better, in the hopes of the same level of recognition.

On the other hand, private recognition can be more tailored to the individual, and focus directly on their performance or development. Showing recognition to growing employees can often produce positive outcomes, by giving them motivation and support in the workplace.  Especially with the rise in popularity of group projects and open plan, collaborative work spaces, it’s valuable to build a culture of positive peer feedback.

Gifts will always be appreciated. Whilst a handwritten thank you is sufficient for something smaller, larger tasks (such as creating a new product, for example) may be deserving of something bigger.  Some common gift ideas include going out for a meal to celebrate the achievement together, a gift card or perhaps even an extra day off.

When should I recognise them? 

You can appreciate your employees whenever it feels most appropriate to you – it can be valuable to put an almost equal emphasis on both large and small successes, as after all even the biggest projects are just compilations of small wins. Recognition should usually be given after the completion of the task and can focus on the skills used for the job and company values.

The more immediate the recognition, the more effective, as it shows just how much you truly value their work.  Even if an official celebration has to be delayed, there’s no reason to not give a simple thank you and acknowledgement of the achievement as soon as the job is done.

How do you provide meaningful recognition?

The acronym C.O.I.N can help with that – it provides a framework on how to give impactful, constructive and positive feedback.

• Context
  Identify the behaviour that you want to recognise, ensuring you have a specific example that you want to celebrate.
• Observation
  Outline in detail the exact skills that you want to reward – don’t be vague.
• Impact
  Allow all your colleagues to understand why you’re commenting on this behaviour by describing its impact on you, and everyone else in the workplace.
• Next
  Give positive feedback to allow your employee to keep up the good work.

Submit an enquiry via our online form today to find out how we can help your business, or call 07771 642 182 to book a 30 minute consultation with Karen directly.

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Welcome to the second edition of our monthly newsletter. Following the exciting launch of our new website last month, this month we have shifted our focus to delivering even more thoughtful human resources content to inform and inspire you.

Here at Karen HRM this month, we are shining a spotlight on the theme ‘hire’, the next phase of people management within The Employee Life Cycle, after ‘attract’.

To learn more about this innovative approach, be sure to watch the second in our series of videos hosted by our founder Karen Dolan, below. In this instalment, Karen explains how our HR services and many years of experience can help guide you throughout every phase of this cycle graphic.

From attracting and hiring the top calibre of talent, to developing employee skills and setting goals for progression. You can expect professional advice and support whatever your hiring concerns or enquiry.

WATCH: Karen Dolan, founder of Karen HRM, presents an introduction to The Employee Life Cycle graphic and the services we can offer your business

This month’s expert blogs are centred around the theme ‘hire’, selecting and hiring employees, and all that entails. An imperative and exciting part of the employment process, we explore different selection techniques, enabling you to recognise and pinpoint those distinctions. Our aim is to help onboard the right candidate for your business, and reach strategic goals and objectives.

In our interview techniques post, you can expect to discover our top tips on how to conduct and prepare for a professional, successful interview that will ensure a pleasant, positive experience for both you and your interviewee.

Submit an enquiry via our online form today to find out how we can help your business, or call 07771642182 to book a 30 minute consultation with Karen directly.

Discover our new website now.

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Selection techniques

Selection involves two key stages: shortlisting and assessment. It follows recruitment, and refers to finding and hiring the right person for the job.

There is a whole range of different techniques to help screen and shortlist the candidate pool, with the aim of identifying the individual most suitable for the vacancy, and with the greatest potential for progression.

With this in mind, steps must be taken to treat all candidates fairly along the way and actively avoid unconscious bias or discrimination (read more about this on our blog here.) Read on for everything you need to know about selection.

Testing

Skills tests are the most reliable, objective and cost-effective selection tool to gauge a candidate’s skills — both soft and technical — as well as their ability to perform a role well.

The benefit of this method compared to others in this post, is that the results provide an objective view of a candidate’s competency to complete the job, rather than how they describe themselves (like in an interview or on their CV) or how they are described by others (as is the case with reference checks).

Examples of different talent assessments include:

• Psychometric and personality tests (based upon ability, intelligence, motivation, personality type and interests)
• General mental ability assessments
• Integrity assessments
• Technical knowledge tests
• Situational judgment tests
• Skills assessment tests

To decide which type of test is best for the role you’re hiring for, start by defining your goals and needs, then the skills you wish to evaluate, followed by the characteristics of your ideal skill assessment tool. You may wish to ask candidates to perform a job simulation exercise, such as a mock sales call, presentation or writing assessment. These can be completed in their own time from the comfort of their own homes, enabling candidates to perform and carry out the assessment comfortably.

Interviews

Structured interviews are another effective method of selection. Start by curating a list of questions related to the job description, and the experience or skills a candidate will need to be successful. Those appointed to conduct the interview, for example a line or HR manager, should ideally be trained in how to ask appropriate questions and will score the candidate on how they answer each set.

Think about whether it should be an individual or group interview and whether it will be held in person (at your premises for example) or virtually via video call. The benefits of a virtual interview rather than face-to-face, ensures it is COVID-secure, it is more accessible for the interviewee, therefore helping them to feel more comfortable, and it is also more time and cost-effective.

Tools to assess culture fit

As well as finding a candidate whose background matches the job requirements, it is also important to know if they are a culture fit for your business. Start by assessing what your culture is like. Conduct an audit with current staff members, to gather their thoughts on day-to-day life, processes and their experiences within your working environment. Ask them questions such as: ‘how do you feel we communicate here?’ or ‘what is our meeting style like? Is it light-hearted or serious?’

Also, think carefully about the different types of people who have been particularly successful within their roles, and the personality traits they possessed. This will help you identify if there any common themes. Once you better understand your business culture, it will be easier to select someone whose character aligns with it.

Be certain about what you are looking for in a candidate beyond just the job description – do they need to be a team player or effective communicators? What sort of mindset are you looking for? Should candidates be able to perform well within a fast-paced environment?

Utilise selection techniques as an opportunity to find out more about a potential candidate’s personality and work style, to see how they will fit within the rest of your team. If you are hiring for a member of senior management, what is the ideal leadership style you seek? Someone who will maintain the status quo, or someone who will mix things up?

Submit an enquiry via our online form today to find out how we can help your business, or call 07771642182 to book a 30 minute consultation with Karen directly.

Visit the GOV website for more employment advice. 

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Setting up an interview

If you’re embarking on the recruitment process and have decided that an interview is your selection process, you must now decide how you wish to conduct them:

• Will they be held face-to-face or virtually via video call?
• Will candidates be required to present any tasks or a presentation?
• How many people will be leading the interview and what are their job titles?
• Will it be a one-to-one or group format?

Once you’ve whittled down applications and invited prospective candidates to interview, be courteous by providing this information ahead of time to allow interviewees to prepare. If the interview is to be held at your HQ for example, make sure the room is well-lit and inviting, and adheres to all current social distancing and hygiene regulations to ensure it is COVID-secure.

What’s equally as important, does a candidate require any accessibility measures in place? (for example, a British Sign Language interpreter or extra time to answer questions) Do they have a time or date preference? Finalising such details prior to meeting will ensure a professional and positive experience for both you and the interviewee.

Unconscious bias

When selecting candidates for interview, in order to remain objective, it is important to be aware of the risk of unconscious bias. This makes us naturally gravitate toward those with similar interests and ideas. Also known as implicit bias, this notion refers to the automatic, preconceived social ideas, stereotypes or prejudices about an individual or group that affects how we communicate with them. It can apply to a variety of factors, including race, age, gender or sexual orientation, and can be extremely damaging when it comes to hiring staff.

While a candidate may possess the requisite criteria, internalised preconceptions could affect the decision-making process when it comes to shortlisting them. Learning to recognise and address this way of thinking in the first instance is the first step to eliminating it and ensuring a diverse, inclusive workplace.

To tackle unconscious bias, once you have recognised a negative thought pattern, address it straightaway by asking yourself: ‘is this opinion exactly true?’ ‘what proof do I have?’ addressing those ideologies will raise awareness in yourself and others going forward. You could also incorporate diversity training techniques into your training programmes to educate your workforce and ensure biases can be recognised and eradicated going forward.

Tips for the interviewer 

As the skilled interviewer who will lead the conversation, making sure you are well prepared is critical to ensuring a professional representation of your company. Practice is recommended but try not to sound robotic in your delivery of questions. A potentially high-pressure experience, it is important to make the candidate feel comfortable. Create a safe, relaxed environment — this will increase your chance of hiring well. Small gestures like offering a glass of water will help them feel at ease in your presence and improve the chance of them confidently showcasing their suitability.

As the conversation progresses, the interview may naturally head a little off course — so it is important to be flexible — but stay mindful of structure to ensure you leave with all the information you need. Which creative, niche, communicative or interpersonal skills must they possess to be successful within the role? Being well-informed of the job responsibilities and benefits will also help you answer any potential questions they may have.

Interview techniques

Consistency is key. Ask every candidate the same set of open-ended, relevant questions; this will help you collate and compare the best answers when it comes to the selection process.

While an interview is not just a one-sided conversation, avoid controlling the meeting and talking too much about yourself and your experiences within the company. The candidate will expect (and deserves) adequate time to showcase their accomplishments, so make sure they have the chance to do that.

Following-up

When the time comes to select the successful candidate, it is good etiquette to provide interview feedback to those who were not selected. Be sure to thank them for their interest. It is never easy breaking the news they didn’t get the role, but constructive, relevant feedback will give them confidence for future applications and a positive view that your company treats people with respect. This feedback can be sent via email, letter or phone call depending on how far they make it through the interview process.

Submit an enquiry via our online form today to find out how we can help your business, or call 07771642182 to book a 30 minute consultation with Karen directly.

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