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In the fast-paced business world, where change is the only constant, the need for clear direction and focus is more critical than ever. That’s where Objectives and Key Results (OKRs) come into play. OKRs are a powerful tool for driving organizational excellence and achieving your goals efficiently. In this article, we’ll break down the art of setting proper OKRs, ensuring your business operations are optimized for success.

What are OKRs?

OKRs, or Objectives and Key Results, is a goal-setting framework that helps organizations define and track their objectives and the key results needed to achieve those objectives. This methodology, popularized by Google, is about aligning efforts and increasing organizational focus.

The Importance of Setting Clear Objectives

Setting clear objectives is the foundation of any successful OKR. It’s crucial to ensure that your objectives are specific, measurable, and achievable, allowing your team to understand what success looks like. Setting clear objectives is paramount when implementing the OKR (Objectives and Key Results) framework. Clarity in objectives serves as a guiding light for teams and individuals, fostering alignment and focus. Well-defined objectives provide a shared vision, ensuring that everyone understands what needs to be achieved and why. They eliminate ambiguity and promote accountability, making it easier to measure progress and success. Clear objectives also enable prioritization, helping teams allocate resources effectively.

Additionally, setting clear objectives facilitates transparency, enabling team members to track progress, identify roadblocks, and collaborate more efficiently. In the OKR methodology, these objectives are the driving force behind improved performance, innovation, and organizational growth. Ultimately, they empower teams to work with purpose and drive results, making goal attainment a reality.

The Role of Key Results

Key Results (KRs) play a vital role in the OKR (Objectives and Key Results) framework by serving as the measurable outcomes that determine the success of an objective. They act as the quantifiable indicators of progress and achievement, making objectives tangible and actionable. KRs provide teams with a clear understanding of what specific results need to be delivered to reach the desired outcome, offering a roadmap to success.

Moreover, KRs encourage focus and prioritize efforts, ensuring that energy and resources are directed toward the most critical activities. They also help in tracking performance, as they can be assessed objectively. KRs promote accountability, transparency, and alignment within organizations, fostering a culture of continuous improvement. In the OKR methodology, Key Results are the means by which objectives are turned into concrete achievements, driving teams to accomplish their goals and drive success.

Crafting Effective OKRs

Crafting effective OKRs (Objectives and Key Results) is a crucial skill for organizations seeking to drive focus and performance. To create impactful OKRs, one should follow several principles:

• Clarity: Objectives should be concise, inspirational, and easy to understand. They should answer the question “What are we trying to achieve?” with a clear and compelling purpose.

• Measurability: Key Results must be specific, measurable, and quantifiable. They provide a numerical or tangible way to gauge progress and success.

• Ambitious yet realistic: OKRs should challenge and stretch the team, pushing them to excel, but they must remain achievable within the given timeframe.

• Alignment: Ensure OKRs are aligned with the overall mission and other team or departmental objectives to maintain consistency and collaboration.

• Regular review: Continuous tracking and periodic review of OKRs are crucial for adapting to changing circumstances and maintaining focus.

By adhering to these principles, organizations can create OKRs that motivate and guide their teams toward achieving significant results.

Aligning OKRs with Your Mission and Vision

Aligning OKRs (Objectives and Key Results) with your mission and vision is essential for driving organizational success and cohesion. Your mission and vision statements provide the overarching purpose and long-term direction for your organization, while OKRs help translate these into actionable goals. Here’s how to achieve alignment:

• Understand your mission and vision: Ensure that your team comprehends the mission and vision statements. This foundational understanding is crucial for developing OKRs that support these guiding principles.

• Link objectives to the mission: Craft objectives that directly contribute to your mission. These should reflect what you aspire to achieve in the short term while advancing your long-term mission.

• Reflect your vision in your Key Results: Your vision represents the ideal future state. Align Key Results with this vision by setting ambitious yet achievable milestones that, when reached, move you closer to realizing that vision.

• Regularly assess alignment: Periodically review your OKRs to confirm they are in harmony with your mission and vision. Adjust them as necessary to stay on course and adapt to changing circumstances.

• Communicate alignment: Share the connection between your OKRs and mission/vision with your team. This helps everyone understand how their work contributes to the larger purpose, fostering motivation and commitment.

Aligning OKRs with your mission and vision ensures that your organization remains focused on its long-term goals while making steady progress toward achieving its ultimate purpose.

Periodic OKR Review and Adaptation

OKRs are not set in stone. They require periodic reviews to assess progress and make necessary adjustments. Regular check-ins allow your team to stay on track and adapt to changing circumstances.

OKRs in Team Management

OKRs are not just for executives. They are practical tools for team management, too. When teams set their OKRs, it fosters accountability and empowers team members to take ownership of their work.

The OKR Cascade: From Top to Bottom

Cascading OKRs involves aligning objectives from top management to individual contributors. This ensures everyone works towards the same organizational goals, creating a cohesive and focused environment.

OKRs and Individual Contributors

Individual contributors can also benefit from OKRs. By setting their objectives and key results, they can see how their work contributes to the larger goals of the organization.

Tracking Progress: Metrics and Key Performance Indicators (KPIs)

To measure the success of your OKRs, it’s important to track the right metrics and Key Performance Indicators (KPIs). This data-driven approach allows you to make informed decisions and adjustments as needed. By regularly reviewing progress and analyzing the data, you can determine if you’re on track to achieve your objectives and key results. This will help you measure the success of your OKRs and determine if they are contributing to your organization’s long-term goals.

Common Pitfalls to Avoid

When implementing the OKR (Objectives and Key Results) framework, it’s important to be aware of common pitfalls to ensure its success. Here are some pitfalls to avoid:

• Lack of Clarity: Unclear objectives and key results can lead to confusion and misalignment. Ensure that your OKRs are specific, well-defined, and easily understood by all team members.

• Overloading with Objectives: Having too many objectives can dilute focus. It’s best to keep the number of objectives limited to maintain a clear sense of priorities.

• Neglecting Key Results: Objectives without measurable key results are ineffective. Ensure that every objective has associated, quantifiable key results that define success.

• Static OKRs: OKRs should be flexible and adaptable. Avoid setting them in stone for the entire year; instead, review and adjust them regularly to respond to changing circumstances.

• Lack of Buy-In: If team members aren’t engaged in the OKR process, it’s unlikely to succeed. Encourage participation and input from all levels of the organization to foster ownership.

• Setting Unattainable Goals: While OKRs should be ambitious, they should also be achievable. Setting unattainable goals can lead to demotivation and burnout.

• Ignoring Progress Tracking: Regularly track and measure progress against key results. Neglecting this monitoring can lead to missed opportunities for improvement.

• Using OKRs for Performance Evaluation: OKRs should not be solely tied to individual performance reviews. They are a tool for goal-setting and alignment, not a replacement for performance metrics.

To really harness the power of the OKR framework, steer clear of common mistakes. This approach will bolster a culture in your organization that’s laser-focused, transparent, and always striving to get better.

Applying OKRs Across the Board

Whether it’s tech, healthcare, or any other field, OKRs are incredibly versatile. The trick is to customize them to meet the specific demands and hurdles of your industry.

Gauging Your OKRs’ Effectiveness

It’s vital to measure how well your OKRs are doing. If they’re leading you to hit your objectives and achieve significant results, then it’s a surefire indicator that your organization is moving in the right direction.

Conclusion

In conclusion, setting proper OKRs is a game-changer for operational excellence. When used effectively, OKRs align your team, improve focus, and drive success. Remember, it’s not just about setting goals; it’s about achieving them. In the ever-evolving business landscape, setting proper OKRs is a skill that can transform how you and your organization operate. By following the guidelines provided in this article, you can harness the power of OKRs to drive operational excellence and achieve your goals with precision and focus. So, go ahead, set your OKRs, and watch your organization soar to new heights!

FAQs (Frequently Asked Questions)

What are some common mistakes to avoid when setting OKRs?

Common mistakes include setting too many OKRs, making them too vague, and not regularly reviewing and adapting them.

How often should OKRs be reviewed and adapted?

OKRs should be reviewed and adapted on a regular basis, typically quarterly, to ensure they remain relevant and aligned with your objectives.

Can OKRs be applied to individual contributors, not just teams and organizations?

Absolutely! Individual contributors can benefit from setting their own OKRs aligning their work with organizational goals.

Are OKRs suitable for all industries?

Yes, OKRs can be adapted to suit the unique needs and challenges of different industries.

How do you measure the success of OKRs?

Success is measured by the accomplishment of your objectives and the achievement of your key results. When this happens, your organization is on the right path to success.

With a secure, scalable, user-friendly platform, BrioHR covers the entire employee journey from recruitment to onboarding, payroll and claims, to performance and analytics, and more.

This enables business owners and HR teams to truly focus on what matters most – people.

Visit briohr.com and get a free demo now.

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The majority (85%) of employees will experience workplace conflict to some degree, according to a study by CPP. This is true across all levels and hierarchies. In fact, managers spend around 6 hours per week on conflict resolution. While conflicts are inevitable in the workplace, 25% of employees have said that conflicts have resulted in sickness or absence from work.

This is where HR plays a vital role. HR professionals should possess the skills, knowledge, and resources to facilitate conflict resolution and foster harmony among employees. In this article, we will explore seven ways in which HR can help in conflict resolution and contribute to the overall success of an organization.

Creating a Culture of Open Communication

HR can actively work towards establishing a culture that encourages open communication. By promoting transparency and providing employees with the necessary channels to voice their concerns, HR departments can prevent conflicts from escalating. Regular team meetings, suggestion boxes, and anonymous feedback systems are some methods HR can employ to ensure employees feel heard and valued.

Developing and Implementing Conflict Resolution Policies

HR professionals are responsible for developing and implementing conflict resolution policies that outline the steps to be taken when conflicts arise. These policies should be fair, unbiased, and easily accessible to all employees. By having clear guidelines in place, HR can ensure that conflicts are addressed promptly and consistently, minimizing the potential for misunderstandings and grievances.

Mediation and Facilitation

HR can act as impartial mediators when conflicts occur between employees or between employees and management. Trained HR professionals can facilitate dialogue, encourage active listening, and guide individuals towards finding mutually beneficial solutions. Mediation sessions provide a safe space for parties to express their concerns and work towards resolving conflicts amicably.

Training and Development

HR can organize workshops and training sessions focused on conflict resolution skills. These programs can equip employees and managers with the necessary tools to navigate conflicts effectively. Topics such as active listening, emotional intelligence, negotiation techniques, and problem-solving can be covered. By investing in the development of conflict resolution skills, HR can empower employees to address conflicts independently and promote a harmonious work environment.

Performance Management and Feedback

HR departments can play a crucial role in managing performance-related conflicts. By conducting regular performance evaluations and providing constructive feedback, HR professionals can identify potential areas of conflict and address them proactively. Timely intervention and guidance can help employees improve their performance, reduce tensions, and prevent conflicts from arising due to unresolved issues.

Establishing Grievance Procedures

When conflicts cannot be resolved through informal means, HR departments can establish formal grievance procedures. These procedures provide employees with a structured process to escalate conflicts and seek resolution. HR professionals can investigate grievances impartially, document evidence, and work towards resolving the issues in a fair and equitable manner. By ensuring the grievances are handled efficiently, HR promotes trust and confidence in the system.

Continuous Monitoring and Feedback

Conflict resolution is an ongoing process. HR departments should consistently monitor the workplace environment, collect feedback (e.g. via pulse surveys), and assess the effectiveness of their conflict resolution strategies. By staying vigilant, HR professionals can identify patterns, address underlying issues, and refine their conflict resolution approaches to meet evolving needs.

Build a Better Workplace with BrioHR

Conflict is an inherent part of being human, and as such it requires the human touch to resolve. But, with HR software and digital tools, the conflict resolution process is streamlined and made smoother.

In BrioHR’s HRMS, you have access to performance management and pulse surveys – two crucial tools for listening, evaluating, and knowing the overall mood of the organization. If the mood turns fractious, HR will have to step in and fix the underlying causes, improving the harmony of the organization.

With a secure, scalable platform, BrioHR covers the entire employee journey from recruitment to onboarding, payroll and claims, to performance and analytics, and more. This enables business owners and HR teams to truly focus on what matters most – people.

Visit briohr.com and get a free demo now.

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With this in mind, the Human Resource Management System (HRMS) has emerged as a powerful tool to optimize HR processes and streamline employee management. Organizations most commonly use HRMS to streamline personnel management and payroll, followed by recruitment, and engagement and connectivity.

In this article, we explore how HRMS can lead to increased employee satisfaction, ultimately benefiting both employees and organizations.

Streamlined Administrative Processes

HRMS simplifies various administrative tasks, such as leave management, attendance tracking, and payroll processing. By automating these processes, employees experience fewer hassles and enjoy more transparency. This eliminates unnecessary paperwork and reduces the chances of errors, creating a seamless and efficient experience for employees. As a result, they can focus more on their core responsibilities, leading to increased job satisfaction.

Enhanced Employee Self-Service

Modern HRMS platforms provide employee self-service portals that empower individuals to manage their personal information, access pay stubs, update tax details, and request time off with ease. By enabling employees to have more control over their HR-related activities, HRMS fosters a sense of autonomy and empowers them to take ownership of their professional lives. This accessibility and convenience lead to greater satisfaction and engagement among employees.

Improved Communication and Collaboration

Effective communication is vital for any organization’s success, and HRMS acts as a catalyst in this regard. These systems often include features such as company-wide announcements, team collaboration tools, and instant messaging platforms. By facilitating seamless communication and collaboration, HRMS strengthens employee relationships and fosters a positive work environment. Clear communication channels also ensure that employees receive important updates, leading to increased satisfaction and a sense of belonging.

Performance Management and Recognition

HRMS enables effective performance management through features like goal setting, continuous feedback, and performance evaluations. By automating these processes, HRMS eliminates biases and ensures transparency in performance assessments. Moreover, these systems facilitate timely recognition and rewards, acknowledging employees’ efforts and achievements. Such recognition boosts morale, motivates employees, and significantly contributes to their satisfaction and engagement levels.

Work-Life Balance and Well-being

HRMS platforms often include modules that focus on employee well-being, such as wellness programs, employee assistance resources, and flexible work arrangements. These tools enable organizations to prioritize work-life balance and create a supportive environment for their employees. By acknowledging and addressing the holistic needs of individuals, HRMS plays a pivotal role in promoting overall employee satisfaction and fostering a positive work culture.

Unlock the Power of HRMS with BrioHR

When you recognize the importance of employee satisfaction as a key driver of success, your best ally in this pursuit will indeed be an HRMS system.

BrioHR is a modern all-in-one, easy-to-use HRMS system that not only simplifies all your HR processes, it also covers the entire employee journey from recruitment to onboarding, payroll and claims, to performance and analytics, and more.

With a secure, scalable platform, BrioHR is suitable for businesses of any size and any stage of growth. This enables business owners and HR teams to truly focus on what matters most – people.

Visit briohr.com and get a free demo now.

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In the workplace, mental health is also gaining recognition as a key to a happy, productive workplace. The World Health Organization (WHO) estimates that 12 billion working days are lost every year to depression and anxiety alone, costing the global economy US$1 trillion each year from reduced productivity.

Closer to home, Naluri’s State of Employee Mental Health and Well-being in Southeast Asia 2022 report also highlights mental health in Southeast Asia, with with over half (53.4%) of the respondents reporting symptoms of severe and extremely severe depression, 53.1% reporting symptoms of severe and extremely severe anxiety, and 40.4% reporting symptoms of severe and extremely severe stress.

The report also highlights the prevalence of burnout among employees, with 60% of workers in Southeast Asia experiencing severe or extremely severe symptoms of burnout. Toxic workplace behaviour was cited as the leading cause of burnout, with 70% of employees reporting this as a contributing factor. If left untreated, 42% of employees will leave their jobs due to burnout.

Nevertheless, there remains a stigma around mental health, particularly in the workplace. This prevents mental health sufferers from seeking the help that they need, which can be treated effectively at low cost. Often, employees that admit to suffering from mental health issues are also discriminated against in the workplace.

With this in mind, what can you, as an employer, do to foster mental health in the workplace?

Risk Drivers of Mental Health at Work

Mental health risks at work, also known as psychosocial risks, are stressors that relate to work and the workplace. These include:

• Excessive workload
• Unreasonable deadlines
• Working long hours
• Lack of control over job design
• Unsafe working conditions
• Poor culture that enables negative conduct
• Relationship problems with colleagues
• Harassment and bullying
• Discrimination and exclusion
• Poor prospects for career advancement
• Job insecurity and precarity
• Low wages
• Unreasonable work-life balance

Psychosocial risks are found across all sectors, whether blue-collar or white-collar. External factors like economic recessions or public health emergencies can exacerbate these risks.

These risks come at a high cost to employee health and wellbeing, which in turn affects the organization’s productivity. Stress can result in physical symptoms, such as memory loss, peptic ulcers, inflammatory bowel diseases and musculoskeletal disorders. In the longer term, it can cause hypertension as well as other heart and cardiovascular diseases. The outcome of all of this is absenteeism and employee turnover.

But the good news is that psychosocial risks can be managed. Most of the risk factors are within your control to mitigate in a cost-effective manner.

Managing Psychosocial Risks

You can manage psychosocial risks using several strategies. Among them are:

• Improving communication. Often, stress comes from uncertainties and misunderstandings between superiors and/or colleagues. Organizations can decrease this source of stress by encouraging an open line of communication at all times, as well as being able to discuss issues freely. Too often, employees are afraid to open up, leading to declining mental health.
• Aligning performance expectations. This is closely related to communication, as sometimes managers expect employees to perform unreasonable tasks. Organizations need to give employees a chance to communicate their concerns and align expectations with their manager. This is especially important in top-down cultures.
• Listening to employees. Sometimes, those at the top can become disconnected from the reality on the ground. But by listening to those closest to the action, it can reveal a lot about an organization’s underlying issues. Undertaking exercises like pulse surveys and maintaining open communication goes a long way towards solving this.
• Encouraging diversity and inclusion. Diversity and inclusion does not just mean hiring different ethnicities and genders. It also means giving everyone a voice and listening to a plurality of opinions. Since isolation can also be a source of psychosocial risk, encouraging inclusion as well as diversity means that everyone feels welcomed as part of the organization.

Dealing with Employees with Mental Disorders

At the outset, we must explain that a mental disorder is not someone ‘going crazy’. Instead, mental disorders span a spectrum of mild symptoms like anxiety, to serious conditions requiring medication like schizophrenia. The WHO estimates that one in eight people worldwide live with a mental disorder.

There is no one cause for mental disorders. It can arise from work, family, community, or any combination of circumstances. Adversity like poverty, violence, disability, and inequality are also risk factors.

With proper care, anyone that suffers from a mental disorder can also be a productive member of society. Organizations need to send a clear signal that mental health is a priority, and being open about it will lead to support. To do this, organizations can clearly state that mental health is equivalent to physical health.

Still, sometimes employees suffering from mental health issues don’t seek out help due to fear of being stigmatized. There may be no outward sign of it, but sometimes the employee may be:

• Increasingly withdrawn from socializing with colleagues
• Struggling to get organized
• Appearing to be tired or losing interest in something they previously enjoyed
• Experiencing mood swings
• Increasing bad habits like smoking and drinking

Opening them up to a conversation about their mental health is not easy, but it should be done in an open, supportive, and non-judgmental fashion.

If they decide to seek help, you can refer them to a company medical practitioner or panel clinic, who can then refer them to a psychiatrist. Allow them to take sick leave to begin the process of healing. As long as their condition does not significantly impact their work, you do not need to take any further action.

Sometimes they may need adjustments to their work, such as more frequent breaks to manage stress. Or, they may request to work flexible hours. Again, so long as their work output remains good, any reasonable adjustments can be made as long as it’s not disruptive to other colleagues.

However, if their work is severely impacted, this can cause problems especially if the employee in question is frequently absent. In this case, a short period of unpaid leave can be helpful in supporting employees suffering from depression or a personal crisis. You should also be supportive in managing their eventual return to work by maintaining an open line of communication. Above all, any employee suffering from a mental disorder must be treated with kindness, compassion, and respect.

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When we talk about cognitive biases, it’s not about ‘bias’ in the prejudicial, unfair, and discriminatory sense. Instead, cognitive biases are innate in just about everyone, as the human brain has a tendency to simplify information processing in an imperfect manner.

Hence, recognizing these biases is crucial for fostering a fair and efficient work environment. In this article, we will explore the ten most common cognitive biases that frequently manifest in the workplace and discuss their potential impact. We will also show you three ways to mitigate the effect of these biases.

The Ten Most Common Cognitive Biases

Confirmation Bias

Confirmation bias occurs when individuals seek out information that confirms their existing beliefs or preconceptions, while disregarding or downplaying evidence that contradicts them. This bias can hinder objective decision-making, limit innovation, and perpetuate groupthink within teams.

Halo Effect

The halo effect refers to the tendency to judge an individual’s overall competence or character based on a single positive trait or impression. This bias can lead to unfair evaluations, biased hiring processes, and unequal opportunities for advancement.

Anchoring Bias

Anchoring bias occurs when individuals rely too heavily on the first piece of information encountered when making subsequent decisions. This bias can influence negotiations, performance evaluations, and salary discussions, often leading to suboptimal outcomes.

Availability Bias

The availability heuristic involves making judgments or decisions based on easily accessible information that comes to mind quickly. This bias can result in overestimating the likelihood of certain events or overlooking critical data, leading to poor decision-making and missed opportunities.

Overconfidence Bias

Overconfidence bias leads individuals to overestimate their own abilities, knowledge, or judgment. This bias can have detrimental effects on teamwork, project planning, and risk management, as it may discourage seeking input from others or considering alternative viewpoints.

Bandwagon Effect

The bandwagon effect occurs when individuals adopt certain beliefs or behaviours because they are popular or widely accepted, rather than based on their own critical evaluation. This bias can hinder innovation, stifle creativity, and perpetuate conformity within organizations.

Sunk Cost Fallacy

The sunk cost fallacy refers to the tendency to continue investing resources, such as time, money, or effort, into a project or decision that has proven to be unproductive or unsuccessful. This bias can lead to inefficient resource allocation and hinder adaptability and change management.

Stereotyping

Stereotyping involves making generalized assumptions or judgments about individuals based on their membership in a particular group. This bias can negatively impact diversity, equity, and inclusion efforts, leading to biased hiring, promotion, or team assignments.

In-group Bias

In-group bias occurs when individuals favour those who belong to the same group or share similar attributes, values, or experiences. This bias can create divisions, hinder collaboration, and impede effective communication within teams or across departments.

Negativity Bias

Negativity bias refers to the tendency to give more weight to negative experiences, feedback, or information compared to positive ones. This bias can lead to demotivation, reduced morale, and a culture of fear within organizations, impacting employee well-being and performance.

Addressing Workplace Cognitive Biases

Cognitive biases are hardwired into our brains, as it is our way of making sense of a complex and volatile world. Instead, we can change the way our organizations work to mitigate these biases.

Recognize That We’re Inherently Biased

By simply recognizing and understanding these cognitive biases, you are already taking the first step in mitigating their impact within the workplace. By promoting self-awareness and implementing fair decision-making processes, organizations can work towards overcoming these biases and fostering a more productive and equitable work environment for all.

Use Measurable Results

Another way to mitigate bias is to implement objective, measurable ratings like key performance indicators (KPIs) as well as objectives and key results (OKRs). With such metrics, an individual’s performance can be impartially measured. Too often, a manager’s inherent biases can creep into the picture, especially in HR. But, when the key metrics are measured using numbers, such subjectivity and assumptions can be diminished.

Get a Diversity of Opinions

By far the most effective check against biases is to have a second opinion. Often, someone else will have a different perspective on the problem and can more easily perceive our errors. Thus, having a diversity of opinions is a very effective way to enhance our decision-making process and diminish the chances of a biased judgment.

The post 10 Workplace Biases HR Needs to Know (And 3 Ways to Address Them) appeared first on BrioHR.

Nevertheless, such evaluations do indeed work. Effective performance reviews increase an organization’s chances of meeting its financial goals by 30% and are also three times as likely to manage change successfully.

The Purpose of Performance Reviews

When done right, performance reviews enable employees to give valuable feedback to the company, as well as move their career development forward. Additionally, managers can give actionable appraisals to their direct reports. This can boost employee engagement, offer powerful encouragement and reward, and build concrete, accountable avenues for growth.

Furthermore, performance reviews align an employee’s role and responsibilities with the organization’s overarching goals. In contrast to simply asking them to follow instructions, this helps employees in understanding how their work matters to the company. This gives employees the impression that they are important members of a bigger team rather than just a cog in the machine.

Writing a Performance Review (Example Comments Included)

When it comes to the performance review itself, managers need to make clear the standards by which the review will be conducted. Importantly, performance reviews are not a one-way street – managers need to listen to employees as well to strengthen and improve effectively.

In addition, knowing what comments to give on the performance review can motivate employees to do better and improve on their weaknesses.

Here are some example positive comments that you can use as a manager:

• Shows a great understanding of the product and the company’s mission.
• Completes all deliverables in a timely manner.
• Produces high-quality work with attention to detail.
• Consistently delivers great results that the team can rely on.
• Takes ownership and accountability for his/her work.
• Has strong communication skills, which can express ideas effectively.
• Demonstrates the ability to actively listen and understand the perspectives of others.
• Has great teamwork spirit and helps out wherever possible.
• Works well with colleagues from other departments.
• Demonstrates creativity and resourcefulness when solving problems.
• Makes decisions based on objective facts and careful analysis.

On the other hand, negative feedback should not be a criticism of the employee. Instead, it should be constructive and targeted towards improvement.

Here are some constructive comments that you can use. Note that these are the opposite of the positive comments above:

• Needs to work on their product knowledge.
• Needs improvement in planning work to be able to meet deadlines.
• Needs to review the key requirements of the job to understand the quality of work expected.
• His/her output requires rework and revision by colleagues.
• Struggles with ownership of his/her work, instead constantly delegates it to other colleagues.
• Needs to work on communication skills to avoid being misinterpreted.
• Can improve listening skills to take into account other points of view.
• Is great at doing individual work, but can benefit from collaboration with colleagues.
• Has a tendency to ‘silo’ work within his/her own department.
• Tends to treat problems inflexibly and with difficulty.
• Has difficulty analyzing and collecting information before making a decision.

Whether the feedback is positive or negative, these comments are not the end of the conversation. Instead, they should be the starting point for a fruitful collaboration. While no employee is perfect, we can always seek out improvement.

Own Performance Reviews with BrioHR

The performance appraisal cycle can seem like a chore, but it is crucial for employee engagement.

BrioHR’s performance management module helps you design your performance management process. Whether you prefer regular check-ins or yearly performance reviews, you can define performance appraisal frequency, foster 1-on-1 coaching discussions between employees and managers, as well as collect 360° feedback on how your company can be a better place to work.

With a secure, scalable, user-friendly platform, BrioHR covers the entire employee journey from recruitment to onboarding, payroll and claims, to performance and analytics, and more.

This enables business owners and HR teams to truly focus on what matters most – people.

Visit briohr.com and get a free demo now.

The post How to Write a Performance Review (With Sample Comments) appeared first on BrioHR.

Since then, labour productivity has almost tripled, but we’re working the same hours we did back in 1950, if not more. Wages also haven’t kept up with productivity.

This trend has led to a conversation about the four-day work week as the future of work. The COVID-19 pandemic has only accelerated the debate, when it demonstrated that employees could be just as productive working independently.

In the world’s largest trial run of a four-day work week conducted in the United Kingdom, employees reported feeling happier, healthier and are doing better in their jobs. But, does Monday to Thursday (or some variation thereof) actually work? What are the pros and cons of it? Let’s take a deeper look.

The Case for a Four-Day Work Week

Simply put, a four-day work week results in happier, more satisfied employees. Consequently, their work improves, and so does their productivity – even when adjusted for the four-day week. In trial after trial, from Iceland to Belgium, employees across various sectors took less sick leave, felt healthier, and boosted productivity.

Furthermore, a four-day work week could also increase access to the workforce. A shorter working week would promote better work-life balance, as well as freeing up the time for working parents to work on a flexible schedule. Part of the reason why governments are so keen on trialling four-day work weeks is to make their labour markets more sustainable, while making it easier for working adults to start a family and raise children.

A shorter work week also means a smaller carbon footprint as commutes are eliminated. Office buildings can also conserve power under a four-day work week by turning off power and air-conditioning.

Why a Four-Day Work Week Wouldn’t Work

While the advantages of a four-day work week came through in trials, it isn’t clear how it will perform in the long term, across a wide range of industries and markets.

Four-day work weeks are unsuitable for most customer-facing jobs, such as retail employees or customer service representatives. Theoretically, companies could hire more employees to cover the four-day week. But, with unemployment at a historic low, the labour market is far too tight – potentially hurting smaller businesses that can’t afford the increased labour costs.

The transition to a four-day work week could also be messy. During a four-day work week trial in Sweden, some employees reported feeling uncomfortable when skipping work. Additionally, Sweden’s flexible work culture already allowed for a great degree of autonomy in determining work schedules, rendering four-day weeks moot in some cases.

But the biggest problem is that the four-day week trials were mostly conducted in advanced European economies, which already see productivity and wages hitting a ceiling. In developing economies like Asia and Africa, a four-day work week could see productivity plummet. Otherwise, workers would have to work more hours per day in a four-day week, likely resulting in increased stress, fatigue etc.

The Future of Work

However, given the changing future of work, it is more than likely that a four-day work week will come to fruition in our working lifetime. Malaysia has already taken steps to reduce working hours from 48 hours to 45 hours in the latest amendments to the Employment Act 1955. While still a long way from the 32 hours of a four-day week, it is a step towards modernizing the workforce.

A century and a half ago, the weekend was almost unheard of. Yet with the help of unions, governments, and forward-thinking businesses, we have Saturdays and Sundays that we take for granted. Will we see the same thing with the four-day work week? Implausible as it may seem to some employers, it may yet come to pass.

Learn how BrioHR can simplify HR for your business by getting a free demo here.

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In some offices though, overzealous or micromanaging bosses often use CCTV to monitor if their staff are actually doing work or slacking off. Workplace surveillance of this sort is nothing new, but some employers do insist on their staff maintaining a level of professional conduct in the workplace.

However, during the shift to working from home, new ways of surveillance have appeared. Of course, bosses can’t install CCTV cameras in an employee’s home. Instead, they can use computer monitoring tools to tell if their staff are productive at home when they’re supposed to be working.

These tools are far more than just keyloggers and internet history tracking. They can take periodic screenshots, record mouse movements, and even activate the webcam and microphone without the employee’s knowledge. Critics of such software deplore how intrusive they have become and the potential harm these technologies may cause.

At the heart of the issue is the right to privacy, especially when the lines between work and home have been blurred by remote working. Do employers have the right to track employees when they are working from home? Or even when they are working in the office, for that matter?

Really, the question is: is all of this surveillance legal in Malaysia?

Is Employee Monitoring Legal?

Before anything else, a disclaimer: Nothing here should be construed as legal advice. If in doubt, consult your lawyer!

CCTV in the Office

With that having said, let’s first tackle the issue of workplace monitoring using CCTV in the office.

Guidelines issued by the Malaysian Personal Data Protection Department state that he use of CCTV at the workplace is for “crime detection and prevention.” But at the same time, it states that CCTV “cannot be misused for other purposes such as staff monitoring.”

For workplace monitoring purposes, employers can assess if a worker is acting in a way that could harm the business and decide what course of action to take. Furthermore, in case a break-in or other crime occurs, CCTV recordings can be used as evidence.

In practice, office workers will have to put up with CCTV monitoring one way or another. The only place where a CCTV camera cannot be installed is in the bathrooms, as that amounts to a gross violation of privacy.

Software Monitoring at Home

The legal position of software surveillance tools is much murkier. This sort of monitoring is so new that no clear guidelines on its use yet exist. Still, a survey shows that 78% of companies do use employee monitoring software.

Companies justify the use of monitoring software for teams that manage sensitive data, such as medical records, financial accounts, or even confidential company data to ensure they are handled properly. Some companies also say that they use remote surveillance to track employee wellbeing, given the stress of the pandemic and working from home.

Nevertheless, privacy concerns do arise over how the data is stored and used. In Europe, enforcement under the notoriously strict General Data Protection Regulation (GDPR) has seen a raft of fines being handed out to companies that either go too far in their employee surveillance, or use recorded data inappropriately.

In Malaysia, the equivalent legislation is the Personal Data Protection Act (PDPA) 2010, which is nowhere near as strict. It is also largely novel in the area of employee monitoring, given that no fines or other enforcement actions have been taken by the relevant authorities.

Realistically though, employers should give notice to their employees that monitoring software is being used – if it isn’t already stated in the employment contract or employee handbook. Etiquette and usage policy guidelines should also be provided by the company. If a dispute happens, the guidelines can at least inform the employee that they are being monitored and a usage breach has occurred.

Perhaps You Can, But Should You?

Employee surveillance is nothing new – the supervisor standing on the shop floor is the classic example. But as the nature of work changes, the nature of employee monitoring has changed in response.

Furthermore, as work becomes even more remote and atomized, a growing subset of AI and algorithms is also tracking workers’ productivity. Advanced tracking software can now assign ‘productivity scores’ or ‘wellness scores’ to remote employees. This area of technology is largely untested, with critics citing arbitrary metrics and “having to look busy for stats” as reasons to curtail AI monitoring. Microsoft implemented a similar system, but had to back down and apologize after heavy criticism from employees.

While there are legitimate security reasons for monitoring the physical or virtual workplace, doing so for productivity reasons takes a psychological toll on employees. Research on call centre agents shows a direct correlation between surveillance levels and stress. And stressed-out employees are not productive employees.

But when employed for a purpose that is focused on particular performance measures and is well defined and effectively communicated, remote monitoring can be somewhat beneficial. Any surveillance that is carried out may be paired with transparent performance management policies, staff compensation, and benefits to promote higher levels of productivity. It should be combined with good, sensible management practices to improve underperforming employees.

Ultimately, surveilling employees implies that the company does not trust its workforce. This highlights a problem with company culture, as trust between leadership and employees is critical to an organization’s success. Trust means there is mutual respect, honesty, and psychological safety among the people in the business. Consequently, they will be more eager to go above and beyond for the company since they are proud of where they work. Additionally, trust in the workplace promotes employee security, which lowers turnover.

Empower Not With Surveillance, but With BrioHR

When building a strong, productive team, you don’t have to monitor their work. Instead, empower them by making routine HR tasks easier. BrioHR’s cloud-based, mobile-ready app makes applying for leave, expense claims, performance reviews, and even onboarding tasks simple for both employees and managers alike.

With 9 powerful modules, BrioHR’s software covers the entire employee journey from recruitment to onboarding, payroll and claims, to performance and analytics, and more.

This enables business owners and HR teams to truly focus on what matters most – people.

Visit briohr.com and get a free demo now.

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But how is such performance measured? In a nutshell, leaders want to see that staff members are achieving predetermined goals, contributing to the team, and using critical thinking techniques to support the smooth running of business operations.

Hence, key performance indicators are used to tracking how well employees are doing at their job. While indicators can vary according to industry, job position, seniority etc, several metrics remain crucial for determining performance.

These three indicators listed below are the core ones that every HR manager should track, no matter the business.

Work Efficiency

Both employers and employees alike value efficiency as a key metric to track performance. Essentially, efficiency is the output of work produced for a given input.

Here is a simple efficiency calculation:

• Find out how many tasks have been finished.
• Measure the number of tasks that were finished over the course of a month.
• Measure the output in relation to the workplace average.
• Measure the output in relation to the industry average.
• Measure the employee’s input, i.e. the amount of hours they work.
• To find the efficiency figure, divide the output by the input.

This value can then be used to compare the efficiency of each employee across the business.

The ability to measure efficiency enables the identification of problem areas. This enables a firm to change how certain tasks are carried out or identify where certain departments are falling short.

However, measuring efficiency can complicated by the nature of work done, especially knowledge work. It is more or less impossible to measure the input and output for complex tasks that need deep thought, and thus would need other metrics to measure performance.

Quality of Work

Employees producing good quality work is crucial, as poor-quality output can result in dissatisfied customers and reputational damage.

The metrics used for measuring quality will depend on the work done, such as QC/QA for manufacturing or net promoter scores (NPS) for customer-facing positions. For other job functions, 360-degree feedback and manager feedback are also another way to capture a snapshot of the employee’s quality of work.

In any case, tracking work quality is important for ensuring that employee output isn’t just about quantity, it’s about quality as well.

Teamwork

Today’s complex problems more than ever require employees to operate as a team. For example, delivering a great customer experience is an effort that requires the whole organization to think as one towards this goal. It starts from the product, down to the point of sale, through to customer support for post-sales follow up if needed – all the while supported by marketing and other functions.

Furthermore, high teamwork indicates a high degree of engagement with the company and with the employee’s work. Consequently, it’s crucial that organizations measure teamwork as a key metric.

Teamwork is not a quantitative metric, but it can be measured using feedback tools. Just like work quality, 360-degree feedback and manager feedback can also be used to assess teamwork. It may be somewhat intangible, but of all qualitative metrics this is the one to measure.

Track the Right Metrics With BrioHR

Maintaining a high-performing team depends on tracking the right metrics. With BrioHR’s performance management module, you can design your own performance management process and collect 360-degree feedback.

BrioHR’s all-in-one, cloud-based solution automates repetitive tasks and empowers HR in a user-friendly interface. With 9 powerful modules, BrioHR’s software covers the entire employee journey from recruitment to onboarding, payroll and claims, to performance and analytics, and more.

This enables business owners and HR teams to truly focus on what matters most – people.

Visit briohr.com and get a free demo now.

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