Monday, 4 March 2019

Reassess your Attitude toward Mental Health

Mark Dickinson of DONE! Hospitality Training Solutions tackles a touchy subject within the industry

Pain is something that every employee is familiar with. Pain that is not treated becomes suffering and leads to death. Death means a separation of the employee from the organization, irrespective of whether they are still present in the company or leave. This death creates a bad smell. The odor of dissatisfaction, anger, frustration and broken dreams is all too familiar in organizations, but frequently unaddressed. Poor communication from up to down is the killer. It is always the responsibility of the top of the pyramid to solve this issue: management must own their business environment, but instead frequently blame the employees.

Employees in pain at any level create destruction and this evidences itself in myriad ways. The World Health Organization states that between 40 and 70 percent of mental health issues never get addressed. In this profit-oriented world, expenses are often a prime target when it comes to making cuts in order to increase the bottom line result, while dealing with mental health is considered a luxury. Management mindset: “Employees should feel grateful that they have a job and they should contribute to the business objectives with all their hearts.” But what if that employee is struggling with their manager and cannot express how they feel? What if an employee is being bullied? What if an employee is unable to manage their finances? Where do they turn? Companies rarely provide services for these issues.

A famous edict in the hospitality industry is, ‘Leave your personal problems at the door.’ In today’s world, however, this has to change. Organizations are compelled to recognize that employees suffer from mental health disorders and are required to assume responsibility for their welfare. Plausible deniability is no longer an option.

Organizations must provide support for their people. The cost of mental health in lost performance and unresolved personal issues of employees can reach as much as 4 percent of GNP. To solve the problem properly, we must first recognize that it exists and that the organization is responsible for the mental, financial and social wellness of employees. In other words, the company must participate in the lives of the people who deliver their products and ensure the holistic wellbeing of their personnel.

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Steps to creating a sound mental health solution for every employee:

1. Listen to employees – get an outside resource for polling employee mental health, asking questions such as how they feel, whether they think they’re appreciated and what problems they’re facing. Ask them:
a. Do you feel listened to?
b. Do you feel your pay is fair for the work that you do?
c. Do you feel that you have job security?
d. Do you feel appreciated for what you do?
e. Do you think that there is favoritism in your workplace?
f. Do you feel that your managers care about you?
g. Do you feel that your managers are capable of managing you?
h. Do you feel that you have the freedom to get on and do your job?
2. Provide employee resources for neuropsychiatric disorders, a professional expert or service that can support employees and help them get the assistance and treatment they deserve.
3. Ensure that the company mission, identity and beliefs are the top priority of management and are frequently revisited in meaningful ways, and communicated to team members.
4. Treat those with mental health challenges as important team members for whom you are responsible and accountable, and eliminate workplace issues that cause or contribute to mental stress.
5. Allocate individuals and funds within the organization to create solutions for employees struggling with mental health challenges. Recognize and acknowledge that mental health is important and that mental suffering is a real sickness.
6. Invest in frequent motivational events that inspire, encourage and bond employees together. As Spencer Johnson famously said in The One Minute Manager, “People who feel good about themselves, produce good results.”

Companies that take mental health seriously and provide support for employees, engaging them in the spiritual side of the business, are more likely to grow and succeed and spend less resources on solving employee unhappiness.

Monday, 10 December 2018

Training is Tired. What's Next?

Mark Dickinson of Done! Hospitality Training Solutions discusses the new word “echoing” through the corridors of management today- coaching.

Coaching is a relatively new skill and there is a lot of human behavioral information and research being developed that is helping organizations to grow and truly stand out from their competitors. With the availability of 'Big Data', where we have the opportunity to mine millions of people's behaviors and habits, and analyze behaviors versus results, we are rich in knowledge that was previously unavailable.

The challenge is not the availability of information, but rather using that information with talent and skill to help organizations leap forward.

Welcome to Group Coaching for Executive Teams

Say you have a company that is doing okay; it has results that keep it going, but they are not growing like they used to; the importance of policies and procedures are taking over the focus on customer happiness, and organizational politics have replaced the focus on growth. You feel tired or weary and burdened. You are ready for group coaching. The question that immediately springs to mind is: "What is group coaching?"

Group Coaching Step by Step

Step 1- Meet the team that manages the organization for a half day of high-energy thinking about where the company is, discuss the existing mission, vision and values, and look forward to where the company could be. Challenge the group with outrageous growth suggestions and crazy, limitless thinking so that their imaginations are let loose on the possibilities that lie ahead. Then leave it to cook for a week or so.

Step 2 - Meet the team again and challenge them to develop mad dreams for incredible growth for the organization. Encourage the team to create loads of dreams and goals. While they are doing this, measure their beliefs. What is important to them7 The coach will be able to suggest ideas. but it is always the team that is going to do the growth. You have now established Point A, the actual state, and you are working toward developing a point B.

Step 3 - A third meeting takes place, at which the members of the group get to discuss their dreams (the ones that they shared in the previous meetings). reflect on the beliefs that they have shared (as recorded by the coach during the previous sessions) and confirm that this is who they are and that the dreams are real. The coach now directs the group to take decisions about what it is they are going to work toward from here on out. This creates the Point B, the desired state.

Step 4 - The next meeting is about listening to the team to determine what goals they have decided to truly take up. Reaffirming the Point B, where the team are going. The coach's job is to take the team visually forward to the day that goal has been attained, and to inspire the emotions that achieving that goal will create. The coach then walks backwards from the goal to the present day, asking questions of the team to uncover the key milestones along the way to the goal. For each goal the coach will do the same process.

Step 5 - The coach is there to encourage and to help maintain accountability to the desired state by conducting regular meetings, though they become less intensive as time passes. After a period of time, the coach will then take the team back to the beginning of the process and create a new Point A and a new Point B.

What Happens Along the Way?

lt is magnificent. Teams become so focused on reaching Point B that internal politics dissolve in the goodness and wellbeing of a properly oriented team. Internal change becomes smooth as team members silently realign themselves with the newly emerging identity. Another significant development is that those who were hiding are exposed or quietly leave the organization.

This is a Gamechanger. It transforms organizations.

MDP: Management Development Program By Mark Dickinson

Open your eyes to a different way of looking at things. MDP is a process that takes managers from where they are to where they dream to be. It begins by looking at what’s going on the inside, in the mind, and then progresses to setting out a winning thought strategy. From there, it takes you on a journey through some of the most important aspects of daily management issues. It's designed to make you think, prompt you to take some decisions and encourage you to experiment with practices that have succeeded in some of the world's best hospitality institutions. Take the journey, enjoy the ride, become a changed manager. Available on

Friday, 12 October 2018

In Tough Times, Training Is The Key To Success

There’s a lion on the street! Or so they say. Business is down, the market is tough and everyone is struggling. Do you take precautions and wait for the crisis to pass or run outside with a smartphone camera, take a picture or a video of the lion and make sure your brand appears in the shot? Mark Dickinson of DONE! Hospitality Training Solutions shows us how to detect an opportunity and dare to be different.

When people believe the market is struggling, how do they behave? They put their heads down and focus on saving money. Let’s think about this for a moment. If you put your head down what do you see? You see the ground. If you focus on saving money, what happens? You think about a shortage of money. Where is your focus? On the lack. What happens? You get exactly what you focus on – a lack. What do you need to do to help you make it through those tough times? Obtain new skills, better preparedness and better employees. More skilled people.

How do we get ourselves better prepared? We train. We train ourselves. We train our minds. We maker extreme personal efforts to be our very best. We wake up earlier and take the time to think about everything that we are thankful for. We prepare our minds for the day ahead. We write out our goals every single day.

Right about now, I have probably lost most of my readers. And why’s that you may ask? Because they are not willing to do the hard work. The hard work is preparing yourself. Making you better. Challenges will always present themselves, so long as we are alive. What will guarantee that you overcome those challenges is your commitment to being a better person. If you work harder on yourself than on your work, you will be that person that will make the difference. The only way to do that is to get trained. Training of your mind. Start every single day by writing out your gratitude list and writing down three simple goals for the day. Then write out your big goals. The ones for the next six months. And finally, write down your huge scary goals for a year away, and one for five years from now.

Then work out. Physically. Even if you do just 10 push-ups, work out one way or another. It can be something very simple and small, but do it. It prepares your mind. Now you are ready for the challenges.

Invest in your people. Show them how to become the best that they can be. Train them. Bring in skilled people to train them. Use all your time and effort to make your people be the very best that they can be. Do not wait for someone else to come along and do it. You do it. That is why you are here. You are the person that makes the difference. You inspire others. As for tackling the challenges, lead the way. Guide your people toward finding the solutions. Show them the way. Lift them up. Carry them when they need it. Encourage them. Be kind to them. Get them to show you how much they can do to help you fight through the challenges.

Make the Challenge a Shared One
Don’t keep it for yourself. Ask your team how they can help you overcome the challenge. Do the opposite of what everyone else is doing. Invest in your people. Get them to be great. Help them to grow. Get them excited about overcoming this challenging time. Give your team the chance and they will show you the way and they will inject your enthusiasm and passion into the rest of the team.

Get a Motivational Activity Going
Something different that gets all your people to focus on being better and giving more. I ask people to stand up and take a deep breath. Then I ask them if they can jump. They always look at me as though I am quite mad. But I persist and eventually everyone jumps all together. Then I ask them a very important question, which goes like this: “If I ask you to jump again, and jump higher, do you think you could?” Guess what the answer is?

Everyone in every group always says that they can. So then I ask them another question: “Would you try?” And again the answer is: “Yes”. And they jump a second time with the result that they all do it – they jump higher.

If you simply ask people to do something, they will do it at a standard, comfort level. If you challenge that same group to give more of their own free will, they can and will. Show them what they have already done, and just ask that simple question: “Could you do more?” The results are amazing.

Training people in tough times will bring you success because training creates progress, progress is growth and growth is happiness. The human mind thrives on happiness and will work out ways to get that shot of serotonin that comes from doing things well and getting the reward. Training is the key to success.

Thursday, 30 August 2018

"be: coach" 53rd Edition INTERNATIOL CERTIFICATIONAN PROFESSIONAL COACH - A deep journey into the world of Coaching and BEING

Coaching is about change and transformation. It is about human capacity for growth, it is about analyzing and altering (conscious or unconscious) behaviors that produce results different from those desired, and adopting new, more determined and conscious actions. Coaching, therefore, translates into Behavior Change and a new Result.

The Professional Coach Certification be:coach® supports the 11 core competencies of the International Coaching Federation (ICF), is focused on Personal Development and integrates the most prestigious and efficient coaching models used in the USA, Australia and Europe with highly practical and experiential content.


•    People with development goals in the field of their personal and professional skills.
•    People and professionals who want to start or deepen a career as a Coach.
•    Professionals from the most diverse areas of action, whose focus and commitment guide them to a permanent search for enrichment of their personal development and constant learning.
•    Professionals related to human behavior, therapy, teaching and education who want to obtain models, tools and resources of proven effectiveness of intervention and personal transformation.
•    Team Leaders, Executives and Managers who, in charge of teams, want to improve their leadership with Coaching strategies.
•    Responsible for Human Resources whose function is to perform internal Coaching in their organizations.
•    All those who seek more and better methodologies and tools in the fulfillment of their goals and who wish to reach another level of awareness to obtain even better resources to deal with individuals, teams and relationships in general.

•    International Master Trainer in Coaching by be:coach.
•    Board Certified Coach (BCC) by the NBCC.
•    10,000+ hours of face-to-face and telephone coaching.
•    16,000+ hours as Trainer and Speaker.
•    Coaching fluency in Portuguese, English and Spanish.
•    Has been working as Coach since 2005 in Portugal and internationally since 2008.
•    DiSC® Certified Facilitator.
•    Myers-Briggs Type Indicator® (MBTI) Practitioner.
•    Neuroestratega and Practitioner in NLP by SRI Coaching.
•    Instructor of Firewalking by F.I.R.E.
•    Enneagram Teacher by Helen Palmer's Narrative Tradition.
•    Anthony Robbins community member; first Peak Performance Results Coach and Portuguese Language Trainer.
•    Founder and CEO of be:coach®, a Business Coaching company that operates in Portugal, Europe, Latin and North America in the area of Executive Coaching, Training, Human Development, High Performance and Leadership.


With the Professional Certification be:coach® you will become a high performance Coach with high ethical professional standards and you will:

•    empower your skills as an individual and as a professional;
•    mechanize a system that will help you establish and achieve your most important personal and career goals, while maintaining the balance between your personal and professional life;
•    focus on results;
•    identify negative beliefs and habits that sabotage success and turn them into an asset;
•    maximize resources and minimize obstacles and less stronger points;
•    learn to use direct and indirect feedback in your growth;
•    use objective and constructive feedback with your Coachees;
•    learn new strategies and ideas to develop and increase your productivity and your personal and career marketing.


When you become a Coach with the Professional Certification be:coach®, you will:

•    generate difference;
•    have an even greater sense of accomplishment and purpose in life;
•    boost your self-esteem and further increase your level of self-confidence;
•    do more in less time;
•    further improve your personal and professional relationships;
•    learn and create new communication skills;
•    understand and represent "reality" through experiences, beliefs and values;
•    strengthen its connection with the world and with others;
•    create in you even more physical, emotional, spiritual and financial balance.


When    you    become    a    Coach    with    the    Professional    Certification    be:coach®,    in    a Personal Level, you will:

•    have even greater performance;
•    gain even more self-confidence;
•    create an even better interpersonal relationship;
•    act more and with greater flexibility;
•    be even more creative.

When    you    become    a    Coach    with    the    Professional    Certification    be:coach®,    in    a Professional Level, you will:

•    further increase the company’s performance;
•    generate commitment to development;
•    improve inter-team relationship;
•    facilitate and increase productivity and profitability;
•    retain key talents and know-how.


•    Set the goals for your participation and look for matching objectives in the programs you evaluate.
•    Try to evaluate the programmatic contents, especially if they are comprehensive - in Coaching there will be techniques that will identify more with you than others.
•    Try to evaluate the practice of the Trainer, not only as a trainer, but also as a Coach. A certification experience needs to clarify any doubts about "real life" coaching. Evaluate the format of the program and always look for one that has a high practical component.
•    Look for programs that require some certification exam. It will increase the participation of the remaining elements and a good group can favor learning, since it should have a lot of interaction with the other participants.
•    Try to understand the actual Trainers' experience and his insight into coaching involved in the certification process - if in doubt, arrange a meeting with the Trainer.


Module 1. Personal and Human Development "the ME Coach”

•    Emotional Intelligence.
•    Self-Coaching; cause/effect relationship, world model, life cycle and goals.
•    Internal and External Communication; the Triad and powerful questions.
•    Leader “ME, S.A.L.”; leadership wheel, leader identity and leadership cycle.
•    6 Human needs, spheres of influence and peer group.

Module 2. Executive Development "the COACH”

•    Coaching origins.
•    Principles and Foundations of Coaching; internal and external game, the Zone.
•    Coach profile, skills and beliefs.
•    Neurological Levels in Coaching.
•    Rapport, Current State, Desired Status, Expectations, and Objectives.
•    Triad and Coach Identity.
•    Cycle of Excellence.
•    Metamodels.
•    Feedback, Beliefs and Dickens model.
•    Clearance and hierarchy of values; wheel of values.
•    Formulation of objectives; iSMART goals, Timeline and RPM Method.
•    JOHARI window, appreciative focus and emotions in the Coaching process.
•    Representation systems, DISC and model 4Q®

WHY CHOOSE be:coach®
•    When creating the Coaching Certification be:coach® we intend to be a reference of excellence in the market.
•    We integrate several models of renown, all proven and practiced by the best coaches in the market.
•    The culture of excellence is only possible by being attentive to what is most advanced in the area.
•    The Coach has a high responsibility role, due to the effect it has on the Professional and Personal life of the clients, reason why:
•    We prepare Coaches to be active agents of change in your community.
•    We understand the importance of personal development for any Coaching professional, the basic certification program includes a human development part (first block of certification).


•    When you become Coach there are benefits both personally and professionally. You should still be prepared for the surprises that will come your way, your whole LIFE will change as you integrate Coaching into your life.
•    Coaching has a beneficial effect on personal relationships. It increases the feeling of personal satisfaction (self-esteem).
•    The depth of training in coaching, strengthens the ability and skills as manager of your own life.
•    At a professional level, Coaching provides a platform for service to the community and to the world, which is the basis of success in the personal, professional and financial spheres.
•    Investing in a career as Coach is done for the most different reasons. For some it is improving and building skills and abilities to help others achieve their goals. For others, it is a personal journey of growth.
•    Whatever the reason, the skills and abilities you will acquire during your training, it will have a huge positive impact on your life, and on the lives of others.
•    This Certification can be the beginning of an exclusive Coach career, or just to acquire training and improve results within your current profession.

13 to 19 October 2018, Bsalim Country Lodge, Beirut *


 09h00 to 20h00 **


7 days, 77 hours + Coaching Project after Certification, 30 hours International Coach Certificate by be:coach®

*    Dates and Venues may be subjected to confirmation and/or changing without any prior notice.
** Estimated timetables

Before August 31, for 2597 USD
By September 30, for 2997 USD
After September 30, for 3397 USD

71 919 833 /







Thursday, 7 June 2018


Master trainer Mark Dickinson discusses a critical component lacking in our industry today: genuine people.

There is a beautiful, award-winning 5-star hotel in Dubai that says to its customers, "Welcome Home!" as they get out of the taxi. Only problem is, what if this is the customer's first visit to the hotel? How does that make the hotel 'home'? In contrast, there is a delightful hotel in Phnom Penh where you are greeted with "Welcome home" when you return there from your day out. What's the difference? Care. And a passion for being authentic.

In the first scenario, the idea is right, but the execution is wrong. Sure, if you area returning customer it feels good to be welcomed back, but I struggle to equate a world-class hotel with home. I don't want it to be home. I've gone there to be away from home. I want to experience a world-class, 5-star hotel that cares for me and makes me feel special, providing the extras that don't generally happen at home. While saying "Welcome home" sounds like a good idea in a planning session in the boardroom or general manager's office, it is not necessarily right when directed at customers.

In the second scenario, "Welcome home" really works because there is a relationship already in place between the hotel and the customer. The returning customers are already acquainted with the hotel. However, in this case it is much more difficult to execute, because the team on duty has to be alert and finely attuned to the movements of customers as they check in, then again as they go off property, and finally, when they return. The bigger the establishment, the more difficult the task.

Many hospitality organizations put a tremendous amount of effort into the initial impact that they have on the customer at the entrance to their hotel. But perhaps we are now at the point where we have to create a different kind of standard; a standard that allows staff to employ a variety of greetings and use their own personality. But this requires deep thinking; we have to figure out how to make an employee capable of reacting to a customer from a specific scope of words and using a particular set of skills. These skills are not easy to learn. What we are asking for is an employee who is aligned with the very core of the business. This can be done, but it takes time.

The Enemy Awaits: Just when you think you have your team where you want them to be, someone resigns. Turnover kills authenticity. Every time an employee leaves and a new one joins, the collective learning of the departing individual is gone. The space that they leave behind cannot be filled instantly by a new person. And so, we return to relying on the scripts that we give team members until the new employee has mastered the concept of using a variety of expressions. There are some very practical and simple ways around this problem that can convert an impersonal interaction into a winning one.

Breakfast: The best way to impress a customer is by using his or her name. We all have that one unique thing that no one can take away from us; until you go to breakfast in a hotel that is. As you arrive at the door of the restaurant, the greeter says those terrible words, "What is your room number, sir?" and the whole thing crashes down.

 Being authentic: talking to customers by name at every opportunity!

What could we do? Change the whole thinking process. First, ask employees to refer to each other by number for a few minutes. They will think you have lost your mind. Then remind them that this is exactly what they are doing with customers.

Now help them to learn this sentence, "Good morning sir/madam, how are you this morning?" while smiling and pausing, before saying, "May I know your name please?"

The customer will then reply with their name. "Yes, Mr. So-and-so, for how many persons this morning?" And away you go. The team member can then check the customer's room number in the database, or they may have the waiter ask for the room number when they present the bill. Why do we ask the room number when the customer arrives for breakfast? Because we always have done!

Being authentic: take the customer at his or her word!

 Mini-Bar: The classic "I don't trust you" statement that every hotel makes. You have just stayed in the hotel for five nights and the price was USD 350 per night, so you have pre-paid the hotel the best part of USD 2,000. You arrive at the front desk to check out and the first thing that they ask you is, "Did you take anything from the mini bar?" I weep! Not because they asked, but because of what comes next. The front desk staff then pick up a phone or a walkie-talkie and contact someone to go and check. The total contents of the mini bar must be not more than USD 20 at cost, but we have trained our team to make the last experience with the customer as unpleasant as possible. Why not simply take what the customer has said as fact? If the customer says they did not take anything, then accept it. And if they did, well, it is not the end of the world. You will have created some goodwill.

Customers, not guests: If you are a hospitality professional, you have probably been reading through this article and wondering why I have been talking about customers and not guests. The people coming into your business are paying for what they get. You are not inviting them. Customers pay money. And when they pay money, they expect services and value for that money. It is time to make a shift in our mentality. Being authentic is born from empathy - an understanding that customers are paying hard-earned money to use your facilities, and that it would make them feel so much better if they were greeted and served by team members who are genuine and authentic in their actions.

Friday, 13 April 2018


"Despite moving into an era in which employees are really seen as a capital of the company and employee training has true value in improving a customer's experience, the archaic system of biannual evaluations persists. Master Trainer Mark Dickinson thinks it's time to show employees the true value they bring to the business in a much simpler way."

Going back in time, there was a point when every company compulsively reviewed the performance of all of its team members on a biannual basis. January and June were statutory months for employee reviews. Sometime after came the 360 review and things got even more complex. Most companies undertook these reviews without even thinking about why they were doing so; evaluations were just one of those things that every 'good' company should do.

Employee happiness suffered, as bell curves averaged out the results of the evaluations and ensured that only a small percentage were ever in the highest percentile, with the majority falling in the mid-range and a few being assigned the below-standard mark. The bulk of this evaluation process was created for the purposes of adjusting salaries and ensuring that the overall increase given to the company's workforce was an average amount, say five percent. The problem with this kind of system, however, is that the high performers end up with the lion's share of the increase, while the workforce majority end up getting the standard pay increase and the poor performers become disenfranchised.

The Problems with the Current System

·     Evaluations have consistently equated to annual increases and salary adjustments, yet it is frequently an unfair system. Evaluating people has often been simply a cover story for those adjustments.

·     True evaluation of an employee's performance is a skilled task that requires experience in human resources and perhaps some psychology. Many evaluators do not have the required skills.

·     Undertaking an evaluation is time consuming and where there are many employees in a department, the task is often not given the focus and importance that it requires.

·     Employees rarely feel that their evaluation is a true reflection of what they believe they contribute to an organization.

The future

In order to satisfy employees' needs, while ensuring they feel valued by an organization and that their ever-increasing monetary needs are met, it's important to look at the entire scope of evaluations from a fresh perspective. At Done!, Here is how we approach the challenge:

There are Four Kinds of Money that an Employee Thinks About

Annual Raise - employees expect to gain an increase in their compensation relative to the rise in national inflation. Things cost more, through no fault of their own, and they need more money to stay afloat. The salary they earned last year will no longer pay for the things that it would buy last year. This is specifically related to inflation.

Contribution to the Organization - over a period of time, employees contribute their energy, passion and efforts to their place of work. Recognizing their contribution is a moral responsibility of an organization. This contribution is unrelated to their performance; they have poured their time, effort and life into the continuance of the business. Mostly employees do their work to the best of their abilities and set out each day to give their all. We have noted over time that employees' performance is pretty much set according to their personality, their passion and their reason for working. An evaluation highlighting strengths and weaknesses is helpful for them to understand areas where they can improve, but this is unrelated to their general contribution. Employees will frequently perform at the level that is required of them by their management team.

Increases - employees that get promoted and are required to take on greater levels of responsibility are entitled to an increase in line with the new level of authority and responsibility that they carry. Therefore, it is reasonable for an employee to expect an increase when they are promoted.

Bonuses - these are frequently tied to a contract that states what performance is required to earn a specific amount of money for a service performed and is therefore not part of the evaluation process. If discretionary bonuses are paid, it is the decision of the ownership of the company.

So, there remain three kinds of money that contribute to the employee's expectations. What if we were to turn the system upside down?

Birthday Increase Covering Inflation

Instead of battling with the evaluation process and all its vagaries, what if we replaced the subjective process with an objective one? Every year, on an employee's birthday, how about they automatically received an increase relevant to the general inflationary level currently in the market? If inflation were to run at 3.5 percent, then it would follow in most cases that prices of products and services sold would increase by a similar amount. Therefore, logically,the cost of labor would increase by an equivalent amount.

Proposal: Set an annual inflation figure on January 1 each year which is the guaranteed increase that every single employee will receive annually on their birthday. This has the advantage of spreading the salary increase across the entire year, as opposed to implementing stepped increases twice each year.

Birthday gift recognizing the time that an employee has contributed to the organization. Assume that each year an employee contributes to an organization is valuable to the business, then recognize that contribution with a birthday gift.

Proposal: Create a digital box of gifts that employees can choose from, linked to the amount of time they have been with the company. For example, an employee with a number of years of seniority on their birthday will have the opportunity to choose a gift of their choice. The gifts would have different values; each year the gift could be equivalent to 5 percent of their salary minus inflation. In our example here, the gift would equate to 1.5 percent of the annual salary, so an employee on USS 1500 per year would get a gift value of USD 225. That gift could be in the form of a one-time cash payment, a shopping voucher (if a company was to purchase 50 vouchers from a suitable business, they would get them at a discounted prize thus acting more value to the company) or it could be access to resizes of the company at selling prize. If a company sells food and beverages, then It could be voucher for service at the company; again the company would be doing well as the voucher would reward the employee at the face value of the voucher, while providing the service at cost. There are unlimited ways to doing this, but the beauty is that on each birthday, an employee will feel there value to the company was being recognized. Moreover, if an employee were to personally select their own reward for their service from a variety of gifts, they drive greater happiness from it and avoid having to endure the painful evaluation process.

Increases Given Instantly

Many employees only receive promotions at their time of evaluation. They are required to wait in what represents a postponement tactic deployed by several businesses to delay the day of increasing an employee’s salary. Since the sticky an issue of annual increases has now been entirely eliminated and there is total transparency in the system, it is now possible to separate a performance review and a promotion.

Proposal: When people deserve to be promoted increase their salary on the spot.

Effect: With this system, there are several benefits.

*A skilled HR team is able to know exactly what the payroll will be throughout the entire year and can plan in detail.

*The birthday gifting process means that the additional amount each year is not an increase in the payroll and taxes, but rather a onetime gift that is given therefore lowering the upward creep in remuneration.

*Long-term employees is not reach the end of the salary scale for their position as the annual increase will always be illation (probably the minimum wage).

*Birthdays become a truly fun and inspiring moment in a team member’s journey with the company.

What about Evaluations?

Evaluations should bean ongoing daily responsibility of management. Employee performance always remains under review by expert managers. When employee performance is lagging in a certain area manager should deal. With it immediately. When employee behavior inappropriate, it stolid be handled instantly.

. Employees that no longer add value to the business should be coached on the spot, and, immediate improvement should be expected. So why wait for an evaluation to deal with an issue? Deal, with it immediately. Get every team member to be happy and productive an ongoing basis.

Saving thousands of work hours per year in not doing evaluations is a massive benefit to an organization and keeps team members focused on doing their jobs rather than worrying about hilling endless forms, submitting them and giving feedback to team members. It avoids disenfranchising the mass and encourages the system fo automatically improve the wealer members of the team or suggest an alternative employment opportunity.