All posts tagged HR

Successful Onboarding Helps Retain Those Employees You Worked Hard to Recruit

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We all know how time consuming and exhausting it is to read through hundreds of resumes and interview candidates day after day. After all of that hard work, finding a new employee who fits the company culture and has great work experience is so rewarding. That feeling of euphoria though can turn to panic when you newly-hired employee turns in their resignation just a few weeks later.

Keeping employees is one of the biggest challenges we hear about from the small business leaders we work with. Improving your onboarding experience by helping the new employee get up to speed quickly and making transition a positive experience will help you retain more of your new employees.

Here are a few tips to help you get started immediately:

Improve your onboarding experience

  • Ask your current employees (especially those that started within the last year) how long it took for them to feel like they were a part of the team. This will give you an idea of how much your current onboarding system needs to be improved.
  • Have employees who will be working closely with the new hire contact them before they start, just to introduce themselves and welcome them to the team.
  • Connect with the new employee on LinkedIn and encourage their coworkers to do the same.
  • Make sure the new employee has a reviewed a copy of their job description so they know what will be expected of them.
  • If you have not already done so, introduce the employee to their direct supervisor and provide them with contact information such as phone and email.

Get the new employee up to speed quickly

  • Provide the employee with an idea of what they can expect on their first day. Where should they come when they arrive? Who should they ask for? What should they wear? Will they be provided a lunch?
  • If you have an employee newsletter or even some marketing materials that explain a little about your company, send those to new employee before their first day.
  • Help the employee understand some of the jargon associated with your industry you’re your company. New employees may not be familiar with the way your company communicates. Providing them with some of these common terms helps them understand and communicate better early on.
  • Make sure the employee has the tools they need to perform their job.

Extend the onboarding experience beyond the first day week or even month

  • Remember there is no set time for how long an employee is fully assimilated in their new position. It could take up to a year if the employee is new to the company and has a challenging position.  If an employee is taking on a new role, it may only take them six months.
  • Check in with your new employee frequently to make sure they are not overloaded with work. This will also help you give and receive feedback in real-time.

Research shows that being more intentional and structured during the on-boarding process can help stave off early turnover. A case study by Corning Glass Works, for example, found that  employees who attended a structured orientation program were 69 percent more likely to stay with the company for three years. That’s probably because good onboarding sets clear expectations for employees and equips them for success, which means they’re less likely to encounter surprises that cause stress and dissatisfaction in their work.

If you are looking for some additional resources improve your onboarding experience, check out our Onboarding Toolkit. Also register for our upcoming webinar, Why Are Your New Hires Leaving So Soon?: Improving Your Onboarding Experience.

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A Plus BenefitsSuccessful Onboarding Helps Retain Those Employees You Worked Hard to Recruit

Improve Employee Morale and Productivity by Encouraging Saying No

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Imagine you have an entire team of employees who are always eager and willing to accept new projects. So much so that you hardly ever hear someone say no. Sounds great, right? Maybe, but what if these employees are saying yes to a fault. Consider perhaps that if they are saying yes to everything, they are often saying yes to the wrong things.

All humans want to be liked. And in the workplace, balancing social relationships with working relationships creates a complicated ecosystem where sometimes employees say yes to things that distract them from the real important pieces of their job. This can lead to employee burnout, as employees continue to say yes, taking on more and more tasks that are having little impact on the larger goals of the organization. One of the main drivers of employee engagement and satisfaction is the ability to connect everyday tasks to bigger goals. Empowering employees to speak their mind about how they view the value of the work they are doing also provides additional autonomy and accountability, two things that high performing employees crave.


A recent article from the Harvard Business Review provides some tips on developing a culture that empowers employees to say no.


Establish a value assessment system.
Rather than encouraging employees to say yes or no to certain tasks, encourage them to rate the value that task provides to their ultimate goals Employees can then rank their work and as new assignments creep up, they can be placed in the ranking system, with a clear understanding of what Time and attention are finite resources. If we have an employee working at their perfect capacity (quality, quantity and employee morale and all good) and then they are asked to do something else, the current list will suffer. That is to say, something will have to be taken of the list or at least pushed down the priority scale. When employees are presented with a new task, they should be comfortable saying, “Yes, I will take care of that, but it will be at the expense of something else.”


Give each employee the authority to make these decisions and have these discussions, so leaders are not spending time managing the workload of everyone. Help employees determine which tasks push the company toward their goals and which ones are less important.

Pay attention to warning signs

Don’t be afraid to abandon a project that is going nowhere. Encourage employees to speak up if they feel a project is going south. Recognize when a project should be adjusted or abandoned altogether. If you do abandon a project, be sure to do a post-mortem meeting with your team to identify what you could learn from the project in order to prevent it in the future.

Celebrate saying no.
It is easy to say no to things that are truly bad. But what about those thing that are good, but not great enough to pursue. That is where many leaders and teams struggle. Sometimes there are project or tasks that have merit, but they aren’t the most important thing to tackle at that exact moment. Saying no to these good, but not great things gives your team the space to grow and expand upon those truly great things that help you reach your goals quickly.

Saying no can be hard, but fine-tuning where you and your team put your attention will help you find greater success. Want to know more about the impact that saying no can have on your business and your life? Check out the book Essentialism by Greg McKeown.

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A Plus BenefitsImprove Employee Morale and Productivity by Encouraging Saying No

Five Ways to Immediately Improve Your Interview Process

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Making a bad hiring decision is one of the biggest fears of many small business leaders. That fear is justified. The cost of just one bad hire is estimated to be two and a half times the cost of the employee’s annual salary. A bad hire can impact the morale and productivity of your other employees as well as your reputation with your customers. Improving your interviewing process is one of the best ways to make sure that you avoid bad hires and add only the very best employees to your team. Here are five simple things you can do to immediately improve your interviewing process:

Avoid common interview questions
Candidates these days usually have an idea of the typical questions they may be asked. A quick Google search of interview questions will probably pull up a list that looks something like what you are currently working from. This allows candidates to prepare answers in advance so have their best answers, or what they think you want to hear prepared. Instead:

  • Ask about different job-related scenarios such as:
    • Tell me about a time when you had to complete a project with very little direction. How did it go? What did you like? What didn’t you like?
    • Tell me about a time when you had to work on a project you were not passionate about. How did you handle it?
  • Ask questions that help you understand how they think such as:
    • If you could be a superhero, which would you be and why?
    • What is your favorite book and why?
    • What is your favorite place to take a vacation and why?
  • Ask about their previous jobs such as:
    • What did you like least about your most recent job?
    • Who was your favorite boss?
  • Ask about future plans such as:
    • What are your long-term goals? (5 or 10 years from now)
    • If you could take a class to learn something new, what would it be?

Don’t stay in the conference room.
An interview doesn’t have to take place only in your conference room or your office. Take the opportunity to get outside the typical interview environment.

  • Give the candidate on a tour of the office and see how they interact with employees. You can pay attention to the candidate’s interest in the company and see if they fit the company culture.
  • Take the candidate out for lunch or coffee and get to know them better. You can see how comfortable the employee is carrying on a conversation and see how they treat others, such as your server.

Get more than one opinion about the candidate
Invite other employees to sit in the interview, including some individuals who may be working with the new employee or those that have the same supervisor. Get the other employees’ feedback, since they may see or hear things you did not.

Give a candidate a small project to complete
Have the candidate complete a small project that relates to the job. This will give you a sense of what it would be like to work with the person since you cannot always tell when interviewing. Give only basic parameters and then let the candidate set the deadline for the project. This can help you see their work ethic and time management skills.

Some red flags to consider
Keep these things in mind as you interview potential job candidates. They can often be a good predictor of problems in the future if they occur in a job interview.

  • The candidate checks their phone often.
  • The candidate is late.
  • The candidate complains about previous employers or uses vulgar language.
  • The candidate comes with a list of things they are not willing to do.

Finding the best employees is possible. With a few small tweaks, you can take your interview process from good to great, instantly. For more assistance or ideas on hiring, contact the HR team at A Plus Benefits.  You can also catch our upcoming webinar, The Five Best Hiring Hacks for Finding Rockstar Employees.

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A Plus BenefitsFive Ways to Immediately Improve Your Interview Process

What is Going on With Overtime Regulations?

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Last year, discussion about changes to overtime regulations dominated a lot of discussions among employers. That all quickly came to a halt when the rule increasing the salary limits for certain white-collar workers which was scheduled to take effect December 1, 2016 was delayed by federal court injunction on November 22, 2016. Actions by President Trump since the beginning of the year suggest that the U.S. Department of Labor’s (DOL) overtime rule change for white-collar employees is unlikely to ever come to fruition.

That being said, there have been some suggested changes to overtime by the current members of the US House of Representatives. On May 2, 2017, the House of Representatives passed the Working Families Flexibility Act (also known as H.R. 1180). If approved, H.R. 1180 would authorize private employers to offer compensatory time instead of overtime pay for nonexempt employees who work more than 40 hours per week.

What is Compensatory Time Off?
Compensatory time off is already a common practice for many federal and state employers, but it is not currently allowed by the Fair Labor Standards Act (FLSA) for private employers. H.R. 1180 would amend the FLSA to allow this practice, if certain conditions are met.

Currently, the FLSA requires employers in the private sector to pay overtime wages to nonexempt employees for all hours of overtime worked. If approved, H.R. 1180 would amend the FLSA to allow private sector employers to provide either overtime pay or compensatory time off to nonexempt employees who work overtime hours.

H.R. 1180 is proposing that compensatory time off be calculated at the rate of 1.5 hours of compensatory time off for every hour of overtime work. As it stands, H.R. 1180 would expire within five years of its enactment. In addition, the bill would limit the amount of compensatory time off eligible employees may receive to 160 hours.

H.R. 1180 would only apply to private sector employers, meaning that if it were to be adopted, it would not affect current compensatory time off requirements for public sector (federal and state government) employees.

Voluntary Agreement and Usage
Under H.R. 1180, both employers and employees would have to agree to compensatory time off instead of overtime wages. In unionized environments, compensatory time off would have to be allowed by any applicable collective bargaining agreement. The agreement would need to be preserved in writing and take place before any compensatory time off begins to accrue.

Finally, the language of H.R. 1180 would prohibit employers from coercing or forcing employees to agree to receive or use compensatory time off instead of overtime wages. This means that employers would not be allowed to directly or indirectly intimidate, threaten or coerce (or attempt to intimidate, threaten or coerce) employees to agree to receive or use any accrued compensatory time off.

Under H.R. 1180, employees would be eligible to receive compensatory time off after 1,000 hours of continuous employment during the previous 12 months.

Payment for Unused Compensatory Time
H.R. 1180 would require employers to allow employees to use any earned compensatory time off within a reasonable period, as long as this does not unduly disrupt the employer’s operations.

However, employers would be required to provide monetary compensation to their employees for any compensatory time off that is not used by the end of the calendar year, although employers would be able to determine a different 12-month period as long as it remains consistent.

Unused compensatory time would need to be paid at a rate that would at least be equal to the employee’s regular wage rate. The employee’s regular rate would be the higher of:

The regular wage rate at the time the overtime work was performed; or

The regular wage rate at the time the unused compensatory time off must be paid.

Payment for unused compensatory time off would be required within a month of the end of the 12-month period.

There are not currently any changes in the law. Compensatory time is still not allowed in lieu of overtime pay for private employers under the FLSA. H.R. 1180 needs approval from the Senate and the executive branch before it becomes law and there are likely to be changes made to the current proposal before that happens. We will continue to provide updates as they become available.

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A Plus BenefitsWhat is Going on With Overtime Regulations?

Three Qualities Required for Every High-Performing Team

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Developing high-performing teams of employees is the goal of every business leader. It can be difficult to get individuals with different motivations and personalities to all work well together, but there are three qualities you can focus on help hep your employee teams perform at the highest possible levels. No matter what size your team is or what industry you work in, these three things must be present:

Open communication
Any close relationship requires open communication. Trust and transparency are vital, so that all members of the team coordinate their work. The team must also be prepared to address any conflict immediately in order to keep the team cohesive.

Shared goals
The team must understand what they are working toward and why it is important. They also need to understand how their individual goals and the team’s goals are aligned with the businesses’ goals. People like to feel like they are working toward something bigger and that their work has a greater impact on the business and the community as a whole.

Defined roles
When everyone knows who is responsible for what they can hold each other accountable for their work. This is a motivating environment to work in. It also helps each individual see how their own work is contributing to the team’s shared goals.

Teams can be difficult to manage. Conflicting personalities, communications styles and work ethics often lead to challenges. Keeping the three qualities above in mind when managing a team can help to ensure success.

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A Plus BenefitsThree Qualities Required for Every High-Performing Team

Best Practices for Managing Social Media in the Workplace

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Social media is one area that causes a lot of confusions and frustration for employers. Here are some of the most commonly asked question we receive about social media in the workplace.

What laws do I need to understand when it comes to employees posting on social media?
One of the biggest misconceptions that employees hold is that the First Amendment grants them free speech rights in their private sector workplace. In reality the First Amendment provides the right to free speech and allows people to express themselves without interference from the government. It provides no protection to employees working in the private sector.

The agency that does provide some protection for employees in this case is the National Labor Relations Board (NLRB). The NLRB is an independent federal agency that protects the rights of private sector employees to join together, with or without a union, to improve their wages and working conditions.

In past cases, the courts have found that a violation of a social media policy constituted a legitimate, nondiscriminatory reason for firing an employee. However, there are several recent decisions by the National Labor Relations Board that hold an employer liable under the National Labor Relations Act for terminating an employee related to social media if the actions are related to Protected Concerted Activity under the National Labor Relations Act.

Protected Concerted Activity is a legal term used in labor policy to define employee protection against employer retaliation in the United States.

The National Labor Relations Board has made a point of protecting employees who discuss their working conditions, complaints and terms of their employment with other employees through social media.

What does this mean to you as an employer? Before making the decision to terminate an employee because of a social media post, employers need to ask:

  • Was the employee discussing issues with another employee that may be interpreted as protected concerted activity?
  • Was the employee criticizing a management policy or complaining about compensation or other terms and conditions of employment?

If the answer to either question is yes, employers and their legal counsel should know that these types of postings are likely protected under the National Labor Relations Board, regardless of whether a union is involved.

When is it ok to move forward with disciplinary action or termination in relation to an employee’s use of social media?

  • If an employee makes complaints or threats against customers
  • If an employee posts content that could be considered harassment towards a co-worker
  • If an employee reveals confidential information about the company or client relationships or other information that may harm the company’s reputation in the marketplace
  • If an employee shares information that shows the employee engaging in deception or violating company rules.

Keep in mind that a progressive discipline process should be followed whenever possible.

 What should I do if an employee is posting negative things about me online?
Prevention in your best weapon when it comes to negative social media posts by employees. Don’t wait until there is an issue to put a social media policy in place. Make sure you employees understand what is acceptable and unacceptable when it comes to social media. Also consider that there is likely a larger issue with employee experience at your organization if employees are going to social media to air the grievances. Open up the lines of communication with employees. Conduct stay interviews or short employee engagement surveys to get a feel for the perception employees have of your organization before an issue arises.

Should I friend or follow my employees on social media?
There are no laws against befriending and following employees on social media, but it is not advised. Employers who befriend or follow employees on social media may subject themselves to discrimination claims, as they may have access to information an employee’s medical history, religious affiliation or other information that would place an employee in a protected class that the employer would not have access to otherwise. Further, co-workers who friend one another may compromise workplace morale if they are exposed to one another’s political views, personal lifestyle and other personal views and do not agree.

Though there may not be immediate repercussions, if an employee is later terminated, he could claim it was because of information the employer had access to on social media.

Can I look at a potential employee’s social media account prior to hiring them?
Employers who use social media in the hiring process must be aware of the associated dangers. Employers may be opening up the door to discrimination claims if social media competence plays a part in hiring decisions or if they run across information on an employee’s account that cannot be unseen. We recommend that employers do not use social media as a part of their hiring process.

For answers to even more frequently asked questions, check our our on-demand webinar- Managing Social Media in the Workplace.

If you have questions about how to tackle social media at your organization, contact our HR experts at 1-800-748-5102 or

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A Plus BenefitsBest Practices for Managing Social Media in the Workplace

Getting Underperforming Employees Back on Track

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One of the responsibilities of the leaders in your organization is to help keep employees on track. Even your best employees may underperform from time to time. It is critical to immediately identify and address performance issues to minimize their impact. If you have underperforming employees at your organization, one of these four reasons is likely the cause and the good news is there are simple ways to get employees in each of these categories back on track.

They don’t understand the instructions. This probably happens more often than we would like to admit. Humans are imperfect communications. We often assume that others have the same knowledge and experience that we do and therefore leave gaps in our instructions. As leaders, it is important that we are clear with what works needs to be done and what the deadline is. We also need to set appropriate expectations for the quality of work to be completed as well. To make sure others understand, ask them to repeat the task back to you.

They don’t have the ability. There are two reasons employees may fall into this category. First, and most likely, the employee doesn’t have the knowledge or training to complete the job or task to your expectations. This can likely be resolved with some training or coaching. The second reason is improper job placement. Not every person is going to be a good fit for every job. Someone who is not good at math and hates working with numbers, should likely not work in accounting. Someone who is shy and reserved would probably not make a great receptionist or sales person. If you have an underperforming employee, consider whether either of these situations are affecting the employees’ ability to complete the job.

They don’t have the resources. Consider whether you are providing employees with the necessary tools to complete their jobs effectively. If there are other employees with the same resources completing the same job well, this may not be the case, but it is something to take a look at. Ask yourself if you could you add additional equipment, people, time or money to the job in order to help underperforming employees succeed?

They just don’t care. You may jump to the conclusion that the employee has a bad attitude immediately when you have an underperformer. It is listed last here, because leaders really need to consider the previous issues first, before taking a look at attitude. There are a couple reasons why an employee could have a bad attitude and each one requires a different approach from the leader.

Unfair treatment– Take a look at the employee’s peers and direct supervisor and consider whether the employee could feel as though they are being treated unfairly. Talk with the employee and find out if you can help resolve this concern. If there is an issue with the employee’s supervisor, address that as well.

Unclear vision or goals– Help your employees see how their work ties into the overall vision for the company. Discuss how their underperforming negatively impacts the company reaching their goals. Employees want to feel like their work means something. Like they are part of something bigger.

Poor work ethic– Not all employees will come into your organization with the same work ethic. Employees who are not performing to your standards should be informed of the performance expectation given the opportunity to improve. Engage the employee in a coaching conversation and put together a performance improvement plan. Set the expectation that if performance doesn’t improve, disciplinary action will take place.

Coaching employees back to acceptable performance levels is far less expensive and less disruptive than finding a new employee. In a study conducted by the Center for America Progress, the cost of losing an employee can cost anywhere from 16% of their salary for hourly, entry-level employees, to 213% of the salary for highly skilled employee.

Performance issues take place at every organization from time to time. These tips can help you quickly get these employees turned around, which is a much easier and less expensive option than replacing them. Share this information to your leadership team to help them identify these common employee performance issues and help get employees back on track. Need help? Contact our HR experts at 1-800-748-5102 or

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A Plus BenefitsGetting Underperforming Employees Back on Track

Hang on to that New Employee You Worked So Hard to Recruit

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One of the things we hear most often from the businesses we work with is how challenging it is for them to find the great employees they need to be successful. What can be even more frustrating is losing that employee within the first few months, after working so hard to find that you thought was the perfect fit. This challenge is becoming even more common as unemployment rates continue to drop and the number of skilled workers falls even farther below the number of available jobs. A recent article from Business News Daily addresses this concern that is very real for businesses of all sizes.

What can you do to make sure that you keep your new hires engaged and happy? According to research by Futurestep, 40 percent of executives felt that new hires left the organization because the role wasn’t what they expected. This is where clear job descriptions and inter=view questions are important in the recruiting process. Just as you are looking for the best candidate for the role, candidates are also looking for a roil that fits them well. Make sure that your job advertisements and job descriptions accurately represent the position. Check out our Recruiting Toolkit for more tips.

Company culture is another reason new employees may be fleeing your organization. When hiring, consider if the new employee will fit in with your culture. Ask interview questions that allow you to see this such as:

  • What is your ideal working environment?
  • Tell me about your best boss. What did you enjoy most about your relationship?

Try to give candidates you are interviewing a clear picture of the company culture so they can decide if they think they would be a good fit. It can even be a good idea to take your top one or two candidates to lunch with other employees so they can see how their co-workers interact with one another.

Having a standard, formal onboarding process for all new employees can also help you with retention. Onboarding should be more than just completing new hire paperwork. More than half of the organizations surveyed by Futurestep have an onboarding process that lasts no more than one week. We recommend that companies develop an onboarding process that allows you to check back with employees periodically over their first year of employment. This allows you to address any concerns the new employee may have early rather than finding a resignation notice sitting on your desk.

Looking for more ideas to improve your onboarding process and keep those new employees you worked so hard to find and recruit? Check out our Onboarding Toolkit and then contact our team of HR experts.

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A Plus BenefitsHang on to that New Employee You Worked So Hard to Recruit

Four Steps to Avoid an Uber-like Company Culture Disaster

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You may have heard about some of the challenges at Uber in the news lately. The company grew rapidly from a small start-up to a global organization and is now experiencing what many believe to be some major growing pains. It seems clear that the company failed to build a strong ethical culture prior to their explosive growth. As a result, they are experiencing some very public issues including an allegation that Uber’s male-dominated work environment fostered harassment against female employees and a video recently released of the company’s CEO swearing at a driver who complained about his rates being cut. Uber seems to recognize that that their culture needs a major overhaul and seem to be making steps to improve it and the public’s opinion of the organization.

Uber is not alone when it comes to these challenges. Businesses of all sizes experience many of these same things. Finding and keeping great employees is especially difficult when you have a poor reputation as an employer. A recent article on provides four steps your company can take avoid an Uber-like company culture disaster.

Understand what company culture is (and what it is not).
Your culture is not defined by your foosball table or your holiday party. All too often companies think of culture as the “fun stuff” you do to keep employees happy and engaged. Those are perks, not culture.

Your company’s culture is the set of shared values that guide employee behavior. As the article mentions, culture is what employees do when no one is look. Culture should be looked at as verb, not a noun. It defines what you do (or don’t do) as an organization.

Establish values that will make the company win ethically.
If your company values haven’t been reviewed in a while (or you don’t have any) now is a great time to take a look. Having catchy values like “always be hustin” or “be yourself” (yes, these are real values reportedly held by Uber) sends the wrong message to your employees about what is really important. In Uber’s case these values were part of an aggressive work environment that focused on individual results, rather than the success of the team.

When establishing your values, avoid using generic phrases like teamwork or productivity. Instead describe the behaviors you hope to see from your employees like “proactively help colleagues succeed.” Your values don’t have to be flashy or catchy, they just need to tell your employees what is important to the success of your organization.

Hold employees accountable to the established values.
Once you have decided on the values for the organization, be sure to communicate those to the employees often. Explain their importance and how they will put the company on a path toward success. Make your values a part of the language used by your organization. When providing performance feedback to employees, both positive and negative, reference how the behaviors support or detract from the company values.

Reward those employees that embody those company’s values.
Publicly recognize those employees who embody the company values and make them a part of their work every day. A little peer pressure goes a long way. Other employees will take notice. Make an example of those that are doing things in line with company values. And while you’re at it, make sure you and your executive and management teams are good examples for other employees. It is important that your leaders live and breathe the company values or employees won’t buy-in.

Do you have questions or want to bounce your ideas off an HR expert? You can reach our talented team at 1-800-748-5102 or

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A Plus BenefitsFour Steps to Avoid an Uber-like Company Culture Disaster

Your Employees Want to Know How They Are Doing

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Imagine you received a set of Legos without the instructions. You might be able to figure out how some of the pieces go together by looking at the picture on the outside of the box. But as you put the set together, it would be nice to go back to the instructions and check on your progress to make sure you are on the right track and not wasting your r time. It would be frustrating and nearly impossible to complete the set exactly correctly without some instructions.

This analogy demonstrates exactly why feedback is so important for employees. As small business leaders, we need to let employees know what is expected of them. We need to be the set of instructions they can refer back to in order to make sure they are progressing toward their goal.

But too often, giving performance feedback takes a back burner for leaders, even though we all know how important it is. According to research from LeadershipIQ, only 29% of employees say they “always” know whether their performance is where it should be.

Why do leaders avoid giving feedback? The research shows that 90% of leaders say they have avoided giving feedback because they were concerned that the employee would react poorly. What these leaders may be missing is hat giving ongoing performance feedback would actually make these conversations easier. Instead of waiting for a scheduled performance review, leaders need to let employees know in the moment whether their performance is up to par, and that includes both positive and negative performance feedback. When you provide feedback more often, employees get used to it and come to expect it.

It may be surprising, but employees actually do want to know how they are doing, even if they aren’t performing well. In fact, 57% of employees said they prefer constructive feedback over praise or recognition.

Keep this in mind as you move forward this week and make giving feedback to your employees a priority. Do you need help getting started? Check out the recording of our recent Performance Communication Made Easy webinar or reach out to our team of HR experts at 1-800-748-5102  or

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A Plus BenefitsYour Employees Want to Know How They Are Doing