team management

How to nurture meaningful workplace relationships

Naren Sankar — Thu, 26 Sep 2024 19:50:47 +0000

How to nurture meaningful workplace relationships Naren Sankar

Building workplace friendships goes beyond casual interactions in the evolving landscape of workplaces. These personal relationships can be beneficial for both individual and professional growth. Here are some ways you can cultivate positive relationships at work.

Having friends at work can be helpful

Building workplace friendships can help your wellbeing and workplace culture. According to Gallop, employees with best friends at work are seven times more likely to be engaged. Here are other ways in which having meaningful relationships with co-workers can benefit your business.

Elevating professional growth

Work relationships can help employees gain diverse perspectives, fostering innovative thinking and continuous learning. These connections encourage open dialogue and the sharing of valuable industry insights, which can contribute to both professional growth and job satisfaction.

For instance, you may have a project idea that you believe to be flawless. However, discussing it with your co-workers may reveal some oversights you made. Strong relationships enhance the overall outcome of any ideas you have.

Navigating career advancement

Trusted relationships can be instrumental in career growth. Colleagues who know your work ethic and capabilities may advocate for your promotions or recommend you for new opportunities within or outside the organisation.

Ways to build relationships

Cultivating meaningful relationships requires intention and effort, but the benefits are worth it. By making meaningful connections, you can create a supportive network that enhances collaboration, promotes mutual respect, and contributes to a harmonious work environment. Here are some practical ways to build and strengthen these relationships:

1. Organise team-building activities

Events such as workshops, retreats, or social gatherings provide a relaxed environment for colleagues to bond, break down barriers, and build friendships.

2. Initiate cross-departmental meetings

Encourage interactions beyond immediate teams. This creates opportunities for collaboration and understanding among diverse teams.

3. Create mentorship programmes

Implement mentorship programmes where seasoned workers can guide less experienced colleagues. This can help not only with employee bonding but also, make it easier to onboard new employees.

4. Bridging generational gaps

Recognise that different generations may have varying approaches to workplace relationships. For example, younger employees might prefer more frequent, informal check-ins, while older generations may value scheduled, formal meetings.

Foster an environment of mutual understanding and respect for these differences. Encourage cross-generational mentoring to facilitate knowledge sharing and relationship building across age groups.

5. Navigating remote work challenges

In remote or hybrid work environments, building relationships requires extra effort. Utilise video conferencing for regular face-to-face interactions, even if they’re virtual.

Create online spaces for casual conversations, such as virtual coffee breaks or chat channels for non-work discussions. Organise occasional in-person meetups when possible to strengthen connections formed online.

6. Developing networking skills

For those who find networking challenging, especially introverts, start small. Set achievable goals, such as introducing yourself to one new colleague each week.

Practise active listening to build genuine connections. Prepare talking points before meetings or social events to feel more confident. Remember, quality relationships often matter more than quantity.

7. Digital communication etiquette

In today’s digital workplace, mastering online communication is crucial. Be mindful of tone in written messages, as nuances can be lost without vocal cues.

Use emojis judiciously to convey tone, but be aware of cultural differences in their interpretation. Respect colleagues’ time by being concise in emails and messages. When in doubt about the tone or content of digital communication, consider whether a quick video call might be more effective.

Cultural sensitivity and diversity

An employee can build trust with the business by embracing diversity and practising cultural sensitivity. This is one of the key ways in which a company can succeed.

This can be achieved by acknowledging and respecting different cultural backgrounds, customs, and perspectives, and using inclusive language and practices to ensure everyone feels valued and understood.

Challenges of maintaining a united workforce and how to solve them

It is not always easy to maintain meaningful connections with co-workers. Problems include:

Remote work dynamics: With the rise of remote work, maintaining relationships can be challenging. Utilising video conferencing platforms to keep regular contact and holding virtual meetings help even staff who work from home feel engaged and included.

Personal conflicts: The key to disputes is to tackle them head-on but with tact. Encourage your team to speak up when issues arise – it’s far better than letting things simmer. Sometimes, you might need to play mediator, and that’s okay.

The goal is to create an environment where people feel comfortable hashing things out constructively rather than sweeping problems under the rug. A frank discussion today can prevent a blow-up tomorrow.

Long-term management of relationships

Healthy relationships always require effort to make it work in the long run. Relationships can be managed through:

Regular check-ins: Schedule regular one-on-one meetings and team check-ins to discuss work updates. This continuous engagement helps maintain relationships over the long term.

Feedback loops: Create an environment where feedback is regularly exchanged. Constructive feedback helps in understanding expectations and improving relationships, while also addressing any underlying issues before they blow up into a bigger issue.

Adapt to change: As teams evolve, be adaptable in your approach to relationship management. New team members, shifting roles, or changing dynamics require adjustments in communication and interaction styles.

Impact on organisational culture

There are both tangible and intangible benefits of forming a good relationship with other colleagues, which include:

Cooperation and creativity: Strong workplace relationships contribute to a collaborative culture. When employees trust and respect each other, they are more likely to share ideas, collaborate on projects, and contribute to a creative and innovative environment.

Role of managers: Managers play a crucial role in modelling relationship-building behaviours and fostering employee engagement. By demonstrating empathy, active listening, and inclusiveness, managers set the tone for the entire team.

Balancing technology and personal interaction: While technology is a valuable tool, it's essential to balance it with face-to-face interactions. Plan occasional in-person meetings or gatherings to strengthen connections and reduce the sense of isolation that can come with remote work.

However, forming workplace relationships can come with its own set of challenges. Differences in communication styles, conflicting priorities, or even a competitive environment can make it difficult to connect with colleagues.

Navigating power dynamics and maintaining professional boundaries while fostering friendships requires a delicate balance. Without clear communication and understanding, these hurdles can hinder the development of strong, productive relationships in the workplace.

By embracing cultural sensitivity, leveraging technology, and continuously seeking improvement through feedback, you can foster deep, lasting connections that enhance both personal fulfilment and professional success for you and your business.

Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more on the value Michael Page brings to your organisation.

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9 common mistakes hiring managers should avoid in job interviews

Simone Wu — Thu, 07 Mar 2024 04:02:38 +0000

9 common mistakes hiring managers should avoid in job interviews Simone Wu

Finding the perfect candidate feels like winning the lottery – exhilarating, validating, and a little bit lucky. But before you pop the champagne, remember: just like the lottery, the job interview process comes with its own set of pitfalls.

Hiring mistakes costs companies big bucks, wastes resources, and fosters the wrong team dynamic. So, how do you avoid these landmines and ensure your next interview leads to a rockstar hire, not a recruitment regret?

Let’s explore some common interview mistakes hiring managers make and how to steer clear:

9 common pitfalls hiring managers should steer clear of during interviews

1. Winging it

You haven’t reviewed the candidate’s resume, researched their career background, or prepared insightful questions. This screams unprofessionalism and disrespect for the candidate’s time. Hiring managers should go to job interviews prepared with a structured interview plan and tailored questions for an effective hiring strategy.

As a hiring manager, familiarity with the candidate’s background allows you to tailor questions that probe beyond the surface (think situational questions), revealing depth and potential. Preparation demonstrates respect for the candidate’s time and showcases the professionalism of your organisation.

2. Talking at, not with, the candidate

You spend the entire time presenting the company and listing responsibilities, leaving no room for genuine dialogue with potential candidates. Remember, this is a two-way street. Let the candidate ask questions and showcase their potential.

3. Turning it into an interrogation

Your questions are aggressive, judgmental, or pry unnecessarily into personal matters. This hiring mistake creates a hostile environment and alienates potential hires. Maintain a professional and respectful tone throughout.

4. Avoiding unconscious biases

A critical yet often overlooked aspect of the recruitment process is the potential for bias. Bias in interviewing someone, whether based on gender, age, ethnicity, or even alma mater, can inadvertently influence a hiring manager’s decision, sidelining potentially excellent candidates.

Here’s how to neutralise them:

Blind resumes: Consider masking identifying information like name, age, and location until later stages. It forces you to focus on relevant skills and experience.
Standardised questions: Develop a set of job-specific questions for every candidate, ensuring a fair and consistent assessment.
Diverse interview panels: Include team members from different backgrounds and perspectives to mitigate individual biases and gain well-rounded insights.
Focus on behaviour, not attributes: Ask questions that explore past actions and achievements relevant to the role, not personal opinions or beliefs.
Be mindful of non-verbal cues: Don’t let unconscious reactions based on appearance or mannerisms influence your judgment. Focus on the content of their responses.

The best candidates might not tick every box on your list, but they possess the skills, experience, and potential to thrive in your role and contribute to your team’s success.

By actively removing bias from your hiring process, you open the door to a broader talent pool and increase your chances of finding that perfect match.

5. Undervaluing the importance of soft skills

Technical prowess can get a candidate through the door, but soft skills are what enable them to navigate the room effectively.

Communication, teamwork, adaptability, and problem-solving are crucial for any role. Overlooking these during the job interview can lead to hiring a candidate who excels in their tasks but struggles in a collaborative, dynamic work environment.

Incorporate questions that draw out these skills, like asking for examples of how they’ve overcome obstacles or worked effectively in a team. Soft skills, intangible qualities like communication, problem-solving, and teamwork, are the glue that holds successful teams together.

Don’t underestimate the power of a candidate who can communicate clearly and concisely, both verbally and in writing. Look for someone who actively listens, asks insightful questions, and can express their ideas persuasively.

A team player who thrives in collaborative environments readily adapts to change and demonstrates a willingness to learn is invaluable. Remember, technical skills can be honed, but soft skills are often inherent and challenging to teach.

Prioritise candidates with soft skills that complement your existing team and drive a positive, productive work environment.

6. Overlooking cultural fit

Cultural fit is the secret sauce to long-term employee satisfaction and success. A candidate might tick all the technical boxes, but if they clash with the company’s core values and culture, friction is inevitable.

This doesn’t mean seeking clones; diversity in thought and background enriches a team. However, ensuring alignment in fundamental values and work style is key. Engage in discussions that shed light on the candidate’s views on collaboration, innovation, and work ethics to gauge compatibility.

7. Making snap judgments

First impressions matter, but basing your entire decision on the initial handshake or the first few minutes of the job interview is risky. Bias, whether conscious or unconscious, can cloud judgment. Allowing the interviewing process to unfold fully is crucial, giving the candidates ample opportunity to present themselves. This approach mitigates the risk of passing over a potentially great fit for the team due to initial misjudgments.

8. Not selling the role and company

Remember, a job interview is a two-way street. Candidates are assessing your organisation just as much as you’re evaluating them. Failing to highlight the benefits of the role, the growth opportunities within the company, and the culture can lead to top talent choosing to go elsewhere. Share what makes your organisation unique and why it’s a place where they can thrive and develop.

9. Skipping the details

Glossing over the specifics of the role or needing to be more transparent about the challenges it entails can set up both the new hire and the team for frustration.

A clear understanding of the day-to-day responsibilities, the team dynamics, and the broader goals of the position helps candidates gauge whether they’re a good fit. This clarity can prevent mismatches and ensure the selected candidate is ready to hit the ground running.

Post-interview mishaps

Ignoring follow-up: Post-interview follow-up is not just a courtesy; it’s a reflection of your organisation’s professionalism.

Ghosting candidates: Leaving applicants hanging without any communication after the job interview reflects poorly on your company’s professionalism. Send a timely update, regardless of the decision, and offer feedback if possible.

Failure to provide feedback or communicate the next steps in a timely manner can leave candidates with a negative impression, potentially deterring them from considering future opportunities with your company. Even a brief update can make a significant difference in maintaining a positive relationship with candidates.

Slow decision-making: You take weeks, even months, to decide, leaving candidates frustrated and potentially accepting other offers. Have a defined timeline for the hiring process and stick to it.

Failing to debrief your team: You forget to discuss the candidate selection process with other team members, leading to inconsistent feedback and missed opportunities to identify the best candidate. Schedule a debrief session to compare notes and make informed decisions.

The takeaway

The job interview process is a delicate dance, requiring preparation, insight, and a touch of finesse. By avoiding these common mistakes, hiring managers can not only improve their chances of finding the right candidate but also enhance the candidate’s experience and perception of the company.

It’s about creating a process that is thorough, respectful, and reflective of the company’s values, and every interview is an opportunity to build your brand in the eyes of potential employees.

Approach it with the seriousness it deserves, and you’ll pave the way for a team that’s skilled and aligned with your company culture and organisational goals.

We recruit on behalf of the world's top companies. Fast-track your success with the right team. Explore how we can quickly match you with top talent.

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Simone Wu

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How to build a learning culture in your business

Naren Sankar — Thu, 20 Apr 2023 04:31:34 +0000

How to build a learning culture in your business Naren Sankar

A company with a strong learning culture can be thought of as the opposite of a company content to rest on its laurels.

A solid learning culture in an organisation is one where everything from the structure to the processes to the culture are all geared towards allowing but also encouraging employees at all levels to continue their education in skills, knowledge, and top performance. This culture allows for insights and facts to inform growth across the entirely of a company.

Try these tips to develop a learning culture in the workplace, and reap the benefits of a workforce that is constantly improving and growing.

Implement formal training

On-the-job training is commonplace throughout organisations, but can often be informal and relaxed. For some employees, this can create an atmosphere where the training isn’t taken as seriously as it should be, and those skills may not be implemented as a result.

It’s vital to put training at the forefront of your culture by creating a formal process for upskilling, no matter the employee level.

Reward learning

As much as most managers understand the value for learning, there’s also the very common problem that nobody has spare time when faced with business deadlines, priorities and problems needing immediate attention. It’s therefore easy for learning to fall by the wayside.

Creating a formal system for rewarding learning will encourage employees to bump training up their list of priorities, and to show learning is just as valuable as meeting targets. This could work as a new business or team responsibility with the offer or some form of reward such as additional work-from-home days or an early finish on Fridays.

Create time for learning

To truly show your commitment to creating a learning culture in the workplace, it’s essential to carve out time for employees that’s dedicated purely for learning.

An example could be dropping an employee’s projects one day of the month to allow for learning time, or setting aside a company-wide time slot to watch and discuss a presentation or similar.

Lead by example

Set the standard as a manager by bettering yourself through learning. Whether it’s through courses, conferences, or even simply sitting down with employees with different skill sets of your own, showing others in your team you are committed to learning shows you value their development, you lead by example and you follow through.

When others see you taking the time and genuinely enjoying the process, they may be more inspired to commit to learning themselves.

Ensure new skills are applied

To both highlight the importance of learning and then ensuring those new skills aren’t wasted or forgotten, find ways to test, utilise and review what your employees have learned.

You might consider incorporating their new skills into their tasks, or create a brief test or interview to double-check that new knowledge has become ingrained.

Hire the right people

Another fantastic way to create a learning culture is by planning ahead and hiring those who show a real interest in improving their skills and knowledge. They can help take ownership of your initiatives and may have some new approaches, since knowledge and further development comes naturally to them.

Incorporate questions into your interview process that will allow those with curious minds to shine, and include a penchant for learning as a bonus factor when making your hiring decisions. Eventually, this should lead to a workplace filled with staff who always seek learning opportunities, strengthening your business and its culture as a result.

Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more on the value Michael Page brings to your organisation.

Michael Page

How to manage a multi-generational workforce: A complete guide

Anonymous — Tue, 06 Oct 2020 06:01:00 +0000

How to manage a multi-generational workforce: A complete guide Anonymous (not verified)

For the first time in history, our workforce is uniting three generations of employees. Companies are logically looking for the best talent to fill their leadership roles. Executive recruiters and the businesses they work with are making giant leaps in enriching company cultures and establishing diversity and inclusion by evolving what it means to talk about (and hire for) leadership profiles.

To stay ahead of the curve and the competition, savvy senior leaders are recognising and rethinking their unconscious bias regarding generational differences.

Executives across the board are moving from a fixed mindset about talent to a growth mind-set, shaking the very foundation of what being a “generation” is – and empowering employees to bring unique skill sets, and greater impact, to the table.

So, how can you find senior leaders with the right mindset to manage the multi-generational workforce?

The good news: we are all living and working together

Research by Bloomberg reveals that by 2026, 30% of people aged 65–74 will be employed in the workplace, side by side with younger generations. In fact, the office is the most likely place to find various generations interacting under one roof. Learning to understand each other and avoiding prejudices about how people of certain generations are likely to behave is essential to work effectively together.

This is especially true when it comes to identifying, on-boarding and integrating effective leaders.

“For senior hires, we notice that our clients are generally more interested in candidates that are on the upward trajectory in their career, rather than the latter stages. This isn’t always the right decision and we will challenge them with a recommendation based on our assessment of each individual,” explains Jessica Whitehead, Partner and Global Head of HR Practice at Page Executive UK.

Raphael Asseo, Partner at Page Executive Europe, agrees. “Age is often wrongly associated with steps: you cannot be CEO at 30, nor can you step down to a No.2 role when you have already reached No.1. Age is often wrongly associated with steps: you cannot be CEO at 30, nor can you step down to a number 2 role when you have already reached No.1. This is where an executive partner can offer added insight and perspective. There are no greater or lesser roles anymore. There is only a leader’s next great challenge, in the moment that they are ready to rise up to it,” he says.

Countless studies have proven that work attitudes are similar across generations. Culture Amp found that there are few or no differences across generations in career opportunities, confidence in leadership, personal learning and development, communication, etc.

Watch out for subliminal generational messages

Senior leaders often assume that different generations can’t co-exist and thrive together in the workplace. But diversity can be a lifesaver.

Asseo explains, “Senior leaders with diverse backgrounds and ages can contribute unique perspectives, ideas and experiences, helping to build resilient, resourceful organisations that outperform those that do not invest heavily in diversity.”

According to a 2018 Boston Consulting Group study, companies with diverse management teams, i.e. those including women, minorities, different ages and educational backgrounds, have 19% higher revenues – thanks to their capacity for innovation.

As Whitehead explains, “Executive recruiters need to assert the benefits of multi-gen leadership to their clients, especially when those clients have a clear expectation regarding who they are or are not looking for.”

So, which stereotypes should be avoided?

1. Boomers don’t know what CTO stands for: Not only are Boomers gadget-savvy, they are consuming tech at a pace equal to – or faster than – their younger counterparts, especially in the tablet market, where Boomers use tablet devices 20% more than Gen X – according to Pew Research.

2. Gen X are sceptical people who approach innovation and cultural shift with cynicism and contempt: Whitehead believes that Gen X are less rigid than their reputation implies. “When we recruit for a C-suite position, we look for more than just operational expertise. The Gen X learned to move and transition into a newer world, but they also bring business experience, managerial experience, and more,” she says.

3. The millennial snowflake generation lacks motivation and resilience: According to a study by the IBM Institute for Business Value, Millennials are not that different from their older colleagues. Around the same number of Millennials (25%) want to make a positive impact on their organisation as Gen X (21%) and Boomers (23%).

So, what does this mean for executive recruitment? As Asseo explains, “Successfully integrating leaders of different generations means actively encouraging cross-generational collaboration. Senior leaders can help by listening and responding to the views, visions and voices the different generations bring, then implementing cross-training to maximise strengths.”

Change your mindset: see past the numbers

Asseo also deeply believes that a candidate’s present tense is crucial. “The context we are living in dictates our behaviour and choices. Generations may have different approaches, but often share the same perspective,” he says.

Knowledge comes from all life stages. Dr Carol Dweck’s decades of ground-breaking research into The Growth Mindsethas inspired open-minded leaders to push the envelope on cultivating a healthier company culture, in which, regardless of age, every team member is in pursuit of knowledge.

Simple steps can go a long way. Multi-generational advisory boards or resource groups where members exchange ideas and benefit from each other’s unique skill sets can help banish bias and foster inclusivity. Mentorships and reverse mentorships can also offer mutual benefits.

A Gen X could coach a Millennial on valuable soft skills, while a Gen Z might offer an older colleague a social media boot camp. Here at Page Executive, we evaluate a company’s needs from a 360-degree perspective, and actively help senior leaders to navigate unconscious bias.

This often entails recommending a candidate that might not be on a company’s radar but who contributes fresh knowledge, valuable insights and unique experience to their role. Each generation in the workforce brings different skills, novel tools, and fresh ideas that can shake up the status quo.

And as Whitehead explains, “If employers can assemble meaningful groups of employees, see all of them as individuals, and help to improve the workplace experience, their bottom-line business results will truly blossom.”

Diversity is of far greater benefit to a company than generational rhetoric and stereotyping. If recruiters and employers can keep an open mind and an open door, they can harness the multiple advantages of multi-generational leadership.

See the bigger picture: Go beyond generational pigeonholing
Focus on individuals rather than groups. Consider personal merits, characteristics and job fit
Make informed decisions: Consider a candidate’s current context and life stage be- fore their high school yearbook
Encourage intergenerational collaboration in the workplace through meaningful groupings

Michael Page

team management

乘风而上：如何把握机遇，吸纳香港顶尖人才

Anonymous — Thu, 02 May 2019 03:57:17 +0000

乘风而上：如何把握机遇，吸纳香港顶尖人才 Anonymous (not verified)

近年来，中国大陆企业的经济增长取得了惊人的成就，但业务扩张的同时，亦伴随着不断上升的沟通和对话之需求。尤其在招聘和保留顶尖人才方面，这一需求更为迫切。专业招聘公司Michael Page近期对效力于中国大陆企业的约3,000名香港职场人士和管理人才进行调查后，得出了以上结论。

调查显示，从这些企业离职的员工中，有72%的人表示离职是因为感觉难以适应，无法融入企业文化；有67%的人因为薪资与预期不符而选择辞职。

基于这些调查数据，中国大陆企业和负责招聘的经理人应如何更好地处理这些文化和沟通上的差异? Page Personnel香港地区总监Ellen Lai表示，“解决方法就是‘诚实’，从一开始就为求职者设定恰当的期望值，并如实介绍公司文化。”

她还表示，企业应该在招聘过程中阐述实际情况，并在求职者入职的第一周起就逐步引导他们融入公司的文化，这样可以更为容易地消除他们在刚加入企业时对职位和工作期望的种种不确定感。

“雇主应该在一开始就清楚阐明一切情况，包括员工的薪资结构等。” Ellen提到，“求职者常常会认为薪资与预期不匹配，这是因为他们也不确定可能获得的薪资标准。”她表示，任何有关薪酬条款的具体内容，都应该在最初就由人力资源部门做出明确解释，尤其是在某些地区，企业的薪酬条款可能与当地的基准有所出入。

在文化差异方面，香港的职场人要克服的最大障碍之一就是语言。在如今的工作环境中，普通话是必须掌握的语言，对中国大陆本土企业而言，应多留意那些愿意学习和适应文化差异的求职者。同样，坦诚的沟通和对话是有效的第一步。

Ellen解释说，“了解求职者的心态相当重要。求职者们希望了解企业开放的程度，以及是否乐于接纳不同的意见以及做处改变。5到10年前，还没有多少中国大陆的本土企业入驻香港，他们对于某些求职者来说仍是一个新的领域。”

当下良机，全力把握

当沟通的差异逐渐消失，大量的商机也悄然来临。随着中国大陆企业将发展的疆域延伸至香港，他们也迎来了鼓舞人心的崭新机遇。对于急待发展的企业来说，正是乘风而上、把握香港积极变迁的良好时机，在招募香港高素质专业人才的方面，也将势不可挡地成为领头先锋。

Michael Page香港区域总监Olga Yung也对中国大陆企业在香港的未来发展感到振奋。她说，“这些知名的中国大陆企业发展稳健，为求职者提供了诸多有吸引力的条件，包括工作的稳定性、高薪报酬、丰厚奖金和全新的项目等，甚至还有在大中华区以外职业发展的机会。”

在吸引人才方面，具有全球影响力的中国大陆企业尤其具有优势。这些企业不仅为求职者提供大中华区以外发展的机会，其职业稳定性也相对更高。对于初创企业而言，要吸纳经验丰富的香港优秀人才虽然更具挑战性，但也有独特的优势，因为他们能够为求职人才提供独特的平台，另其在职业生涯初期便能组建并领导自己的团队，从而更快取得佳绩后获得丰厚的薪酬。

计划先行，有序推进

Olga 表示，“在甄别和聘用新人才方面，香港已经是一个成熟的市场。求职者也很清楚一般招聘流程是如何运作的，这些年来他们经历过求职市场的各种兴衰。”

因此，对于有意竞争香港人才市场的企业来说，制定严谨而周密的招聘计划至关重要。在此之前，企业首先应该明确希望招募的人才对象，以及如何成功吸引他们。

“香港求职者应聘中国大陆本土企业时，最主要的顾虑是工作的稳定性和公司的发展纪录，” Olga解释道，“鉴于此，如果雇主没有明确的招聘计划，或是招聘过程断断续续，就很可能损害这个企业的声誉。”

双向选择，实现双赢

雄心勃勃的香港求职者一旦加入中国大陆企业并拥有一个坚实的平台，他们的职业生涯也伴随着企业在规模和范畴方面的扩展而提升，自身发展价值得以体验。这些专业人才将与企业一同成长，适应新的文化，制定政策，并最终领导更大的团队。

幸运的是，香港汇聚了大量多才多艺并具有国际视野的优秀人才，非常适合为企业的全球扩张服务。Ellen说，“香港的求职者拥有极强的求知欲和适应能力，同时，他们服务国许多国际公司，所以非常熟悉国际市场的规则和标准。因此，他们有能力为新入驻的中国大陆本土企业打下坚实的发展基础。”

招募真正适合企业长期发展的香港优秀人才，才会为您和您的品牌带来最大收益。“他们工作不辞辛苦，不计较工作时长，能为任何企业创造极高的价值！”

近期我们进行了候选人移民趋势，以及其在大陆企业工作的动因调研，点击链接获取详情。

Michael Page

7 reasons why employees lose motivation

Anonymous — Tue, 16 Aug 2016 00:52:27 +0000

7 reasons why employees lose motivation Anonymous (not verified)

As an employer, you have a certain amount of responsibility for the motivation and well-being of your workforce. For a team to function to the best of its ability, all members must be fully engaged and fully committed. It’s important to recognise that true engagement will mean different things to different people and to understand what really drives an individual’s motivation.

Really listen and respond to your employees’ needs to ensure high levels of engagement throughout your company. Spotting the warning signs of a disengaged employee early and addressing them quickly can help encourage retention.

If you fear that one of your employees may be lacking in motivation, here are seven common causes that could be at the root of the issue.

1. Lack of career vision

Money is merely one part of an employee’s motivation. Most people want clear career objectives in place to feel that there’s progression for them within their organisation. Career visioning can be a useful process in setting clear, long-term goals for an employee so that they can proactively work towards projected outcomes.

2. Job insecurity

Following on from the above point, a lack of career vision can give rise to feelings of insecurity. All employees want to feel a sense of security and longevity in their roles and an employer must help facilitate this with regular coaching and objective setting.

3. Feeling under-valued

If an employee feels that their efforts are not being recognised or appreciated, they’ll soon begin to lack energy and commitment in their role. It’s important to celebrate successes and give credit where it’s due. Try to make sure that achievements are rewarded – even if it’s just with a pat on the back.

4. No development opportunities

Regular training and development opportunities can help boost employee motivation and engagement. Most employees will value the opportunity to expand and improve their skills and knowledge. If a workplace feels stagnant, non-progressive and uninspired, your employees’ motivation levels will soon dwindle. Get regular feedback from your team to see where increased training or development opportunities would be best placed and appreciated.

5. Poor leadership

Effective leadership is an essential factor in motivating your staff. If strong leadership is lacking, some employees may start to feel demoralised. Leaders must have a flexible, inclusive approach when it comes to managing a team and be able to communicate clearly while instilling confidence and focus.

6. Conflict

Conflict in the workplace is hugely detrimental. Healthy debate is often productive, but it’s important to keep an eye out for any workplace intimidation or bullying. Some employees may feel worried to come forward about issues relating to a fellow colleague - which is why an anonymous employee survey may help to reveal any problem areas.

7. Unrealistic workload

It is important to keep a check on the expectations and demands that are being placed on your employees. If someone feels overburdened by a large, impossible workload – they can soon become disillusioned, stressed and lose motivation. Equally, if an employee has a workload that’s too light or not varied enough, they might quickly lose interest.

Michael Page

Summary

Is your team feeling unmotivated at work? Here are seven common reasons that might be causing it.

Lack of career vision
Job insecurity
Feeling under-valued
No development opportunities
Poor leadership
Conflict
Unrealistic workload

Sick leave and your bottom line: How to manage workplace absences

Anonymous — Tue, 31 May 2016 02:37:24 +0000

Sick leave and your bottom line: How to manage workplace absences Anonymous (not verified)

Employee absence is often one of the biggest non-recoverable costs to businesses. It can lead to delays in task delivery and project completion, failures in communication and a loss of trust between employer and employee if frequent or long-term absences aren't adequately explained.

These issues are compounded by increasingly lean workforces that may find it difficult to absorb the workload of absent colleagues, or who may grow resentful if they are made to do so frequently or for long periods at a time.

For these reasons, managing absence should be an important priority for employers, but is one that needs to be handled carefully, taking into account the circumstances of the absence and the employee's personal history.

Provide clarity upfront

Every organisation should have a clear policy for how different kinds of leave are managed and the responsibilities an employee has in terms of providing notice and documentation around absences.

Are workers expected to call if they plan to be absent or will an email or text suffice? What is the threshold for when a doctor's certificate is required? Ensure that your policy covers all these kinds of questions and make sure it is covered in all induction materials and made available to employees via the company intranet.

We all accept that some sickness absence is inevitable and most absences are genuine, but simply having to call in at a set time and speak to their manager can discourage the employee who “doesn’t like Mondays”.

Short-term absences

This will be the most frequent kind of absence employers have to manage, and is also the kind most likely to be abused by workers wanting to take a 'sickie' or sick day. This is where your clear-cut policies will come into play, and as long as workers meet the criteria you've laid out for them, it’s easiest to simply accept the absence and move on with your day.

However, monitoring short-term absence, targeting those whose absence shows a pattern and ensuring that the correct recording and reporting procedures are followed can help reduce the risk of abuse and ensure that any underlying issues are exposed without too much damage to your bottom line.

For many managers, having a conversation with an employee about their absence can be uncomfortable and challenging

Long-term absences

Long- term absence cases can be more difficult, with many involving employees who have long- term health conditions, many of whom are long serving and highly valued. When they do need to take time off due to illness, a holistic approach to managing their absence, including their manager, HR, occupational health and external agencies, can ensure that they return to work as quickly as possible and with any adjustments they need already in place.

However, there will be cases where a return to work isn’t possible and these cases need to be managed to a conclusion as quickly and sensitively as possible. This means ensuring that the business follows both internal and legislative processes, whilst at the same time making sure that the employee continues to feel supported and valued.

For many managers having a conversation with an employee about their absence can be uncomfortable and challenging. They often don’t have the necessary skills to manage absence, so upskilling them is key to bringing absence rates down, with the resulting cost benefits to the business. How many managers, when conducting a return to work interview, have taken the employee to one side and said “let’s just say we’ve done this interview and I’ll tick the box”? This creates a barrier to managing absence and can impact on the attendance culture within the organisation. Line managers tend to know their employees better than anyone and so are key players in managing their attendance.

Addressing absence trends

Once the absence trends have been identified measures can be put in place to address them. There’s no point having a market leading approach to managing stress and anxiety if 90% of sickness absence cases are related to musculoskeletal disorders! Understanding the reasons for absence allows you to develop a proactive approach, based on preventing absence in the first place. This leaves you able to concentrate resources on the unavoidable absence cases.

Early intervention and ongoing management of absence cases is the key to achieving a rapid and sustained improvement. For example, an early referral for counselling to an employee assistance programme can minimise the absence of an employee who is absent for mental health reasons. Similarly, an in house physio service can mean a return to work quicker. This individualised approach, together with regular reviews of exiting absence cases, brings absence rates down, with the resulting impact on costs.

Greg Tadman

Summary

Employers should make managing absences an important priority in order to minimise the impact to team engagement and cohesion, and your bottom line:

Ensure your organisation has a clear policy around how different kinds of leave are managed and responsibilities an employee has in terms of providing notice and documentation around absences
Monitor short-term absences to try and pick up any patterns which could signal abuse
Long-term absences should be managed on a case-by-case basis with sensitivity and regard for the individual's personal circumstances
Use an 'early intervention' approach when addressing absence trends

6 tips on managing remote teams more effectively

Anonymous — Mon, 23 Nov 2015 04:25:30 +0000

6 tips on managing remote teams more effectively Anonymous (not verified)

Having looked after teams in Asia over the last eight years, I am the first to admit that managing people remotely is hard work. Why? Because remote teams are isolated from the day-to-day communication that the rest of us take for granted.

While everyone might be clear about a project at the start of the week, by Friday the work may have been clarified, discussed, refined and massaged into something very different. Without access to these conversations, it’s no surprise that your remote team members can be five steps behind everyone else! We assume they’re on the same page, but in reality they’ve been left out and robbed of the opportunity to add value.

Throughout my career, I have found that the secret to effectively managing teams remotely is simple: When in doubt, communicate! Here are six ideas that I’ve implemented to stay better connected to my team overseas:

Create a daily summary

At the end of each day, a member of my team will compile discussion points around key projects. If we talked about processes, issues, concerns, or made any decisions during the course of the day – it’s documented, filed, and sent out to the remote team members. That way, nothing gets lost in translation.

I’ve been doing this with my teams for the last 12 weeks now and the results have been very positive – the remote members of my team feel more included and informed; and I can close doors faster with fewer errors than before.

Give them clear goals, tasks and deadlines

We all know role ambiguity kills engagement. The last thing I want is for the remote members of my team to feel like they’re isolated from the rest of the team, and are waiting around for work. It’s critical to let them know exactly what I want them to achieve over the coming month/quarter, so that they can feel empowered, independent and in control.

During regular catch-ups we’ll verbally agree on tasks, KPIs, short and long-term milestones; document them; and then refer back to this on an on-going basis. Checking in regularly to see how they’re going is critical, particularly for those that are shy/uncomfortable about bringing up issues. Of all the engagement strategies I’ve implemented, I’ve found this to be the most effective so far.

Recognise their efforts publically

Remote teams often don’t get the verbal “Good job!” that people offer in passing here. I make an effort to regularly recognise their contribution publically, such as in a team meeting or team email. This helps them to feel like their efforts are acknowledged and valued – and that they’re part of the team.

I don’t always wait for something “big” to happen to recognise them. It could be as simple as telling them they have written a good email, or thanking them for completing a task proactively.

Recently one of my team members in Asia presented some information on a conference call. I sent them an email telling them they did a great job on the call citing a specific example: “I like the way you handled question x on the call.” I then followed that up in our next team meeting giving them a few minutes on the call to talk about their presentation and how they felt it went.

When it comes to managing people remotely, out of sight doesn’t need to mean out of mind. By making the effort to (over)communicate and include them as part of the team, we both win.

Get them involved in team building/celebrations

Celebrating together and creating shared memories is one of the best ways I’ve found to bring my remote and local teams together. Here’s an example: My team completed a major global project last year, and I was given budget to take them to lunch as a congratulations.

Instead, we bought a cake in Sydney and organised a team meeting via teleconference. While on the line to Singapore, they received a knock at the door, and were surprised with a cake of their own (which I had organised through the office manager).

We all enjoyed in the cake celebration as a team, and it’s a memory that the team in Singapore still recount to this day. We do the same for holidays – whether it’s exchanging Christmas cards, chocolates for Valentine’s Day, lanterns for Diwali or envelopes for Chinese New Year – if it happens here, we make sure it happens for the remote members of my team. For a small cost, these things go a long way to making people feel included.

Schedule meetings within their time zone

Another simple consideration: if you are managing people outside of your country, make meetings in a convenient time within their time zone. Unless a major crisis has erupted, I also avoid missing or changing meetings with Asia. They’re not here to understand why a meeting can’t happen, so it’s important to honour the commitment to demonstrate that I value their time and prioritise our catch ups.

Slow down meeting agendas

Phone conversations are tough, even if language issues aren’t a factor. For people on the receiving end it’s often difficult to hear, hard to interject, and impossible to interpret social queues. It’s critical to avoid rushing through the agenda. Remote teams need a chance to weigh in and respond, as we can’t see perplexed looks or confusion. They need to feel they’ve had a chance to listen and participate. Here’s how I structure each discussion point:

“Does anyone in Asia have any questions?”

“Does anyone in Australia have any questions?”

“Asia team – before we move on from this topic, do you have anything more to add?”

This gives my remote team ample opportunity to have things repeated, clarified or explained. Meetings are minuted and distributed, then followed up with a personal phone call to ensure everything was understood, and to give them a chance to clarify things privately. It also means that as a manager all major announcements and changes are captured, should I need to refer to them down the track.

When it comes to managing people remotely, out of sight doesn’t need to mean out of mind. By making the effort to (over)communicate and include them as part of the team, we both win – the business leverages their talents, and they feel like an engaged and valued member of the team.

Marcus Sandmann

Summary

More and more employees are working remotely, and sometimes entire teams are separated from their manager, which can lead to feelings of isolation and disconnection.

The most important things to do is maintain regular, consistent communication with remote workers and teams, and to have clear parameters in place to ensure no communication is misinterpreted.

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7 reasons why employees lose motivation

1. Lack of career vision

2. Job insecurity

3. Feeling under-valued

4. No development opportunities

5. Poor leadership

6. Conflict

7. Unrealistic workload

Summary

Sick leave and your bottom line: How to manage workplace absences

Provide clarity upfront

Short-term absences

Long-term absences

Addressing absence trends

Summary

6 tips on managing remote teams more effectively

Create a daily summary

Give them clear goals, tasks and deadlines

Recognise their efforts publically

Get them involved in team building/celebrations

Schedule meetings within their time zone

Slow down meeting agendas

Summary