Work Environment A safe and happy workplace makes the employees feel good

about being there. Each one is given importance and provided th e security that gives them the motivation and incentive to stay. T his is usually achieved through internal surveys to find out wheth er they are satisfied and if not what they think needs to be cha nged. Open Management Employees dont like the feeling of being kept in the dark about what is happening in the company. They feel motivated and dev elop enthusiasm only when the management opens up to them and discusses the company policies, sales, clients, contracts, goa ls and objectives. This encourages participative management. Ask ing them for ideas on how to improve will get their creative juice ill help in building trust and motivating the employees. This open management policy can be practiced using several tools. Performance Incentives Every good performance is appreciated in the form of a pat on the back, bonuses or giving some other compensation for a job well done. Organizations that struggle to keep up with the attritio s flowing. Being open about everything related to the company w

n rate are mostly those that think employees are just doing th eir job. Even if it is the employees job, completion in an appreci able manner calls for an incentive, and this goes a long way in boosting the staff morale. These incentives can be implemented

at the individual as well as the team level and it has been seen that this works wonders in getting the best out of the employees . But it is important to keep in mind that these bonuses should not be given without a reason, unless it is a commitment for an perceived value of the bonuses. Performance Feedback This is one the methods that is being followed by many

nual bonuses or some such thing. Doing so will only reduce the

organizations. Feedback is not only taken from the boss, but als o from other seniors and subordinates. Previously, appreciation w as only sought from the immediate boss or the management, but now organizations understand the importance of collecting perfor mance feedback from several quarters. The opinion of everyone matters, especially for someone who is in a leadership role at a ructive feedback. This kind of system helps in identifying people

ny level. Each person in the team is responsible for giving const who can perform well as leaders at higher levels in the organiza tion. Even the senior level managers can use this system to thei r advantage, as a tool to improve themselves.

Employee Evaluation Every company has an employee evaluation system in place but a good system links individual performance to the goals and priorities of the organization. This works well when achievements e evaluation, apart from being done by the boss, should be don contribution is important. Ratings can also be obtained by other every employee. Sharing of Knowledge Knowledge sharing is a wonderful strategy that helps in the

are tracked over an year. For a fair review of each employee, th e by another person at a higher level, for whom the employees employees. This ensures a fair and accurate rating of each and

betterment of the employees and their work. Keep all the knowle dgeable information in central databases that can be accessed b y each and every employee. For example, if an employee is sen t on some training, the knowledge that is acquired by that emplo yee can be stored in these databases for others to learn from it. ees to see, can be stored here for all to see. Publicize Good Performances Every company has some employees who outperform others. Even innovative ideas that the management deems fit for employ

Such performances should be highlighted and displayed where ot her employees can look at them; such as on the display boards and intranet etc. This will encourage others to give their best. A nces at specific times in a year. Discussions Successful organizations nurture ideas and they understand that employees who are actually working and know the business can s with employees to get these ideas out of them. There can als em, managers can find talented employees and develop them. Rewards While recognition of talent is highly important, this recognition has to be made public and what better way than holding ceremonies and announcing to the whole world (the employees), provide the best ideas. The management should have discussion o be suggestion boxes to capture these ideas. Through this syst proper system should be set up to make a list of high performa

the achievements of a fellow employee. There can be nothing be tter for an employee than the heady feeling from a resounding a pplause.

The Surprise Factor Who doesnt like a surprise? Surprise deserving employees

when they are least expecting it. It could be a gift certificate or a small reward of some sort. This surprise doesnt have to be li mited to the best performers, but it can be randomly given to ot e reward. hers as a motivating factor too. Anyone can be given this surpris

Such healthy HR practices encourage the growth of the

organization as employees after all play a major role in the wellbeing of a company. Making an employee feel like a million doll ars pays in the form of the success of an organization 1. Safe, Healthy and Happy Workplace Creating a safe, healthy and happy workplace will ensure that your employees feel homely and stay with your organization for a very long time. Capture their pulse through employee surveys. 2. Open Book Management Style Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal dat a etc. ensures that the employees are as enthusiastic about the business as the management. Through this open book process y ou can gradually create a culture of participative management an king people an interested party to your strategic decisions, thus d ignite the creative endeavor of your work force.. It involves ma aligning them to your business objectives. Be as open as you ca

n. It helps in building trust & motivates employees. Employee sel f service portal, Manager on-line etc. are the tools available toda y to the management to practice this style. 3. Performance linked Bonuses Paying out bonuses or having any kind of variable compensation plan can be both an incentive and a disillusionment, based on how it is administered and communicated. Bonus must be design unless the company hits a certain level of profitability. Additional

ed in such a way that people understand that there is no payout criteria could be the team's success and the individual's performa nce. Never pay out bonus without measuring performance, unles s it is a statutory obligation.

4. 360 Degree Performance Management Feedback System This system, which solicits feedback from seniors (including the boss), peers and subordinates has been increasingly embraced a s the best of all available methods for collecting performance fee dback. Gone are the days of working hard to impress only one person, now the opinions of all matter, especially if you are in a leadership role (at any level). Every person in the team is respo h systems also help in identifying leaders for higher level positio ns in the organization. Senior managers could use this feed bac nsible for giving relevant, positive and constructive feedback. Suc

k for self development. 5. Fair Evaluation System for Employees Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. Each em ployee should have well defined reporting relationships. Self ratin g as a part of evaluation process empowers employees. Evaluati on becomes fairer if it is based on the records of periodic couns r higher objectivity, besides the immediate boss, each employee eling & achievements of the employee, tracked over the year. Fo should be screened by the next higher level (often called a Revi ewer). Cross - functional feedback, if obtained by the immediate boss from another manager (for whom this employee's work is al so important), will add to the fairness of the system. Relative rati tool for fairness of evaluation. Normalization of evaluation is yet another dimension of improving fairness. 6. Knowledge Sharing Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in databases to provide greater access to information posted either by the compa ny or the employees on the knowledge portals of the company. When an employee returns after attending any competencies or ngs of all subordinates reporting to the same manager is another

skills development program, sharing essential knowledge with oth ers could be made mandatory. Innovative ideas(implemented at t he work place) are good to be posted on these knowledge shari ng platforms. However,what to store & how to maintain a Knowle dge base requires deep thinking to avoid clutter. 7. Highlight performers Create profiles of top performers and make these visible though company intranet, display boards etc. It will encourage others to put in their best, thereby creating a competitive environment withi n the company. If a systems approach is followed to shortlist hig h performers, you can surely avoid disgruntlements. 8. Open house discussions and feedback mechanism Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest source of ideas. The only thing that can stop great ideas flooding your organizati on is the lack of an appropriate mechanism to capture ideas. Op en house discussions,employee-management meets, suggestion b e the building blocks that can help the Managers to identify & d evelop talent. 9. Reward Ceremonies oxes and ideas capture tools such as Critical Incidents diaries ar

Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. Looking at the ous applause by colleagues in a public forum. 1. Safe, Healthy and Happy Workplace Dollar Check is often less significant than listening to the thunder

Creating a safe, healthy and happy workplace will ensure that your employees feel homely and stay with your organization for a very long time. Capture their pulse through employee surveys. 2. Open Book Management Style Sharing information about contracts, sales, new clients, management objectives, company policies, employee personal dat a etc. ensures that the employees are as enthusiastic about the business as the management. Through this open book process y ou can gradually create a culture of participative management an king people an interested party to your strategic decisions, thus d ignite the creative endeavor of your work force.. It involves ma aligning them to your business objectives. Be as open as you ca n. It helps in building trust & motivates employees. Employee sel f service portal, Manager on-line etc. are the tools available toda y to the management to practice this style. 3. Performance linked Bonuses

Paying out bonuses or having any kind of variable compensation plan can be both an incentive and a disillusionment, based on how it is administered and communicated. Bonus must be design ed in such a way that people understand that there is no payout unless the company hits a certain level of profitability. Additional criteria could be the team's success and the individual's performa nce. Never pay out bonus without measuring performance, unles s it is a statutory obligation. 4. 360 Degree Performance Management Feedback System This system, which solicits feedback from seniors (including the boss), peers and subordinates has been increasingly embraced a s the best of all available methods for collecting performance fee dback. Gone are the days of working hard to impress only one person, now the opinions of all matter, especially if you are in a leadership role (at any level). Every person in the team is respo h systems also help in identifying leaders for higher level positio ns in the organization. Senior managers could use this feed bac k for self development. 5. Fair Evaluation System for Employees Develop an evaluation system that clearly links individual performance to corporate business goals and priorities. Each em nsible for giving relevant, positive and constructive feedback. Suc

ployee should have well defined reporting relationships. Self ratin g as a part of evaluation process empowers employees. Evaluati on becomes fairer if it is based on the records of periodic couns eling & achievements of the employee, tracked over the year. Fo r higher objectivity, besides the immediate boss, each employee should be screened by the next higher level (often called a Revi ewer). Cross - functional feedback, if obtained by the immediate boss from another manager (for whom this employee's work is al so important), will add to the fairness of the system. Relative rati tool for fairness of evaluation. Normalization of evaluation is yet another dimension of improving fairness. 6. Knowledge Sharing Adopt a systematic approach to ensure that knowledge management supports strategy. Store knowledge in databases to ny or the employees on the knowledge portals of the company. When an employee returns after attending any competencies or skills development program, sharing essential knowledge with oth ers could be made mandatory. Innovative ideas(implemented at t he work place) are good to be posted on these knowledge shari dge base requires deep thinking to avoid clutter. provide greater access to information posted either by the compa ngs of all subordinates reporting to the same manager is another

ng platforms. However,what to store & how to maintain a Knowle

7. Highlight performers Create profiles of top performers and make these visible though company intranet, display boards etc. It will encourage others to put in their best, thereby creating a competitive environment withi n the company. If a systems approach is followed to shortlist hig h performers, you can surely avoid disgruntlements.

8. Open house discussions and feedback mechanism Ideas rule the world. Great organizations recognize, nurture and execute great ideas. Employees are the biggest source of ideas. The only thing that can stop great ideas flooding your organizati on is the lack of an appropriate mechanism to capture ideas. Op en house discussions,employee-management meets, suggestion b e the building blocks that can help the Managers to identify & d evelop talent. oxes and ideas capture tools such as Critical Incidents diaries ar

9. Reward Ceremonies Merely recognizing talent does not work, you need to couple it with ceremonies where recognition is broadcast. Looking at the Dollar Check is often less significant than listening to the thunder ous applause by colleagues in a public forum.

10. Delight Employees with the Unexpected The last but not least way is to occasionally delight your employees with unexpected things that may come in the form of a reward, a gift or a well-done certificate. Reward not only the t on to exhibit their potential. EmpXtrack' is a composite HR solution which helps in the institutionalization of most of these best practices by utilizing soft ith systems which are synchronized with your HR processes. ware tools. EmpXtrack team is always available to provide you w op performers but also a few others who are in need of motivati

The last but not least way is to occasionally delight your

employees with unexpected things that may come in the form of a reward, a gift or a well-done certificate. Reward not only the t on to exhibit their potential. EmpXtrack' is a composite HR solution which helps in the institutionalization of most of these best practices by utilizing soft ith systems which are synchronized with your HR processes. ware tools. EmpXtrack team is always available to provide you w op performers but also a few others who are in need of motivati