How Can we Ensure Employees' Loyalty to the Organization?

 

Source:  Shilton Symon's LinkedIn account 

I came across this post by Shilton Symon, a Group Tax and Compliance manager and LinkedIn influencer. I got curious and looked at the comments, and many did agree with him. One remark even mentioned that he has been with one company for several years and has been giving his best to the company. But whenever it's time for the company to return its efforts, there are always the same excuses... and so on (I guess you get the picture).  Work life realities, there are still many organizations struggling to put together an equitable reward system.

As an HR practitioner, this can be tough to handle if you have no reward program in place. Also, this can happen if your performance management is not aligned with a well-designed reward system for the employees. The kind of leadership that an organization has, and the effectiveness of its HR management strategies play a vital role in employees' satisfaction.

Shilton Symon redefined "Employees' Loyalty" by aligning it with the current scenario or trend in workforce management. We cannot expect this generation to stay longer in an organization if their needs are not met. Sad to say, today's generation is a smart generation. They are not martyrs, or the culture has changed -- they know what they are entitled to and they will give you their best, provided that you acknowledge that they are acknowledged as partners in meeting organizational objectives.

With this change in culture and workforce demand, the Human resources management team should be able to communicate to executives and organizational leaders how to sustain exceptional employees. With a very good combination of HR programs, demoralization may not be an issue, and we can expect loyalty from our employees. We would rather maintain efficient, effective, and exceptional workers than have meager, long-staying employees who just stay with us because of the regularity of their salary.

WHAT CAN WE DO AND HOW SHOULD WE DO IT?

Start with the basics, meet employees' needs

If we are leaders of our respective organizations, we should see to it that the employees are well compensated and that their effort equates to their market value. When we hire, we have high expectations for the position. The question is: is your compensation and benefits package competitive enough and at least meet the minimum range for the job's market value?

Salary increases yearly as the minimum wage order increases yearly in our country. However, there are some employees who have been with us whose salary may have moved minimally as well. The incoming employees may ask for higher salaries compared to the incumbent employees. If you offer higher salaries to new employees, it would surely impact the morale of long-staying employees in the same position. Check if you consciously adjust your salary structure as wage order increases the minimum wage for the lower ranks.

Also, have you promised salary increases to your employees? Is it written in your policy? Some organizations forgot to honor this promise to their employees. The problem of not meeting the targets and not being able to have enough funds for salary increases becomes a regular excuse for the organization. Note that this is an indication of organizational inefficiency, if this occurs before the pandemic, and still the same case or result after the pandemic. As the leader in your respective industry, you have the obligation to honor your promises to the employees.

Ensure that you have an effective Employee Relations program

When an organization is still small, communication is much more open. However, as the organization expands and grows, communication becomes complicated.  

The role of HR plays a big role here. When there are more employees, it is imperative that communication with employees is open and fluid. The first-line managers have the responsibility to communicate with their subordinates and determine if they are faring well with their jobs. The first-line managers should have skills in coaching and mentoring, as well as providing guidance to their second-liners. HR, in turn, should ensure that supervisors and managers understand and practice this leadership skill - employee relations. If supervisors and managers are not skilled in cascading policies, processes, and standards to employees, the bigger problem would be for HR. HR may be blamed, though it's not within their jurisdiction.

HR is expected to have a feel for every employee. They are the consultants for the leaders and the managers in terms of handling employees. Their tools are the HR programs like performance management systems, compensation & benefits packages, learning and development plans, job evaluation, and talent management programs.  

Performance Management System

Performance management serves as a platform for immediate superiors to give feedback to their subordinates, whether they are meeting the organizational expectations. It allows the managers to check on each employee that they manage, and provide the mentoring if necessary. It also serves as a platform to commend employees for a job well done.

The performance result should be aligned with the reward system. It is common for some organizations to give incentives and bonuses across the board. Though it may seem fair to give equal benefits, actually it is not fair for performing employees. They may feel that since everybody receives the same monetary benefits whatever their performance (may it be poor or outstanding), what is the use of giving extra effort? Average performance may become the standard of the organization if this is the case. But if incentives, training, and other forms of rewards are aligned with their performance, then employees will get the message that if they want to travel and be more noticed for promotions, they would have to perform more than the average.

Performance is not always equated with income or profit. Do not forget that the support services also contribute to the achievement of organizational objectives. Without the help of support services, the operations people will not be able to perform their functions well.

Learning and Development Programs

Check if each employee is growing in the organization. As a case, an employee who entered an organization as an expert, bringing in a lot of improvements and resources to our organization, does not mean he or she doesn't have any training needs. They can only be at their best if there's continuous development. They can only give what they have.  

Also, those who are not involved in the operations, may not be able to bring clear income to the organization. But if you look at what they have contributed to the realization of the organization, should be accessed and be given equivalent compensations. Being negligent of their expertise may result in losing hard-to-find talents.  

Job Evaluation and Compensation-Benefit Programs

Check the important job or functions in your organization. Usually, leadership posts and high-risk posts are the hardest to place. Job evaluation should be conducted regularly to ensure that you have an aligned compensation-benefit package with its market value. Competition for specialized skills is becoming severe, especially for posts that involve critical-thinking skills, management skills, and leadership skills. Routine jobs are now becoming obsolete as technology and AI addresses them. Mental skills are even challenged by AI. It can generate responses by consolidating available information on the web. But higher skills like critical thinking, analysis, and curation of information will stay.

Consistency in the implementation of compensation standards speaks loudly to employees.  Timely delivery of services, clarity of policies, and equitable treatment provide security to employees.  If not done efficiently, and effectively, employees can be unforgiving because today's consumerism bothers everyone.  Gone are the days that we are secured to have enough.  That's the same reason why insurance and emergency funds become significant to every household.  As HR, it is our responsibility to ensure that the salaries and benefits are released on time and accurately.

Other non-monetary benefits add value to our organizations.  Especially if these benefits would address the current needs of our employees.  After the pandemic, we realized the value of HMO cards and mental hygiene programs.  Current workforces are also looking at the newer working conditions such as the "working from home" setup, due to the increasing difficulties of commuting or the need to be present at home for their families.  Note that several platforms have sprouted for online WFH jobs or freelancing.

If this article makes sense, please share.  If you have some comments or questions, feel free to message me using the comment or feedback form.

Why is it necessary for Credit Unions to conduct process reviews?

 Work life realities... Shortcuts may be fast, but if you want quality outputs, take the long road by understanding the principles behind why we need to go through processes.

As managers of our respective functions, there are times that we have to sacrifice some meetings and prioritize preventive measures to bring everybody to the same page, particularly if it has something to do with our major goals and objectives. Just this morning, we skipped our usual Monday devotion and had a separate meeting to discuss our report for the balanced scorecard. We zoom in on our major programs and projects so that we will be able to see where we are in our annual plans.

During the BSC (Balance Score Card) deliberation, we saw that there were some activities that we haven't attended yet. So, we have to review which processes were missed and address them ASAP.  

After our BSC meeting, another meeting ensues. It's the orientation on the ISO Process evaluation plan to align us with the process review objectives. Many may say that too many meetings hamper operations, resulting in delays and missed deadlines. But process review and evaluation is one meeting that we should not miss.  

If you are a new manager or supervisor, these are what we need to understand why process review is very important for the achievement of our strategic objectives:

1. Decision Making: Process evaluation offers insightful information and useful insights that can aid in making well-informed decisions. credit unions can spot trends, patterns, and areas for improvement by examining key performance indicators. Strategic choices, resource allocation, and initiatives for process change can all be influenced by this information.
2. Members' Satisfaction: Regularly reviewing and evaluating processes helps credit unions understand the needs and expectations of stakeholders, including members, employees, and partners. By aligning processes with their requirements, credit unions can enhance satisfaction levels, improve relationships, and foster a positive reputation.
3. Performance Improvement: Recognizing areas that are inefficient, ineffective, or out-of-date is made easier by routinely assessing and evaluating procedures. Credit unions can find possibilities for improvement, streamline workflows, and increase overall performance by examining the current processes.
4. Quality Assurance: Process review and evaluation ensure that established procedures and standards are followed consistently. Credit unions can uncover deviations, non-compliance, or potential quality issues by evaluating the effectiveness of processes. This aids in preserving quality service and fulfilling members' expectations.
5. Risk Management: Process review and evaluation help identify potential risks and vulnerabilities in existing processes. Credit unions can find gaps and put the right safeguards in place to reduce risks by evaluating the effectiveness of control mechanisms. This contributes to improved risk management and ensures compliance with relevant regulations and standards.
6. Cost Optimization: Evaluating processes allows credit unions to identify areas of unnecessary duplication, resource wastage, or inefficient practices. Credit unions can save costs, increase resource efficiency, and improve operational effectiveness by simplifying processes, removing bottlenecks, and cutting out unnecessary stages.
7. Continuous Improvement: The idea of continuous improvement is fundamentally based on reviewing and evaluating processes. By regularly assessing processes, credit unions can foster a culture of learning, adaptability, and innovation. Processes can be improved, new ideas can be tried out, and improvements can be made over time using feedback from evaluations.

Overall, process review and evaluation give credit unions the tools they need to find areas for growth, maximize performance, control risks, and manage hazards. It is a crucial procedure for credit unions seeking operational excellence and maintaining their competitiveness in a fast-paced financial market.

Why Training Need Analysis is Essential before Sending Employees to Training?

It was one Saturday morning when I received an inquiry about training programs that I could conduct for managers and employees. It would be easy for me to just give the person a list of what I can run, but instead, I asked if they had specific training needs identified. Unfortunately, they don't have. They are asking because an audit is coming very soon and they need to send their employees to training for compliance purposes.

This is a sad story for an HR practitioner like me. Just sending our employees to public training is not so practical and would be a waste of money. The person who attends training that is not aligned with their interests and developmental needs will take the training for granted.  

Training needs may be identified through job evaluation, performance evaluation, or specifically through the conduct of a training needs assessment (TNA). TNA is a process where you identify competency gaps and the career development interests of the employees. If done properly, it will help the organization save costs and improve the efficiency of the employees. It is the very first step to take before designing a training program.

 

How does training need analysis help the organization?  

Strategically speaking, a TNA provides you with a view of probable causes for employees' inefficiency in the performance of their functions. Compare the job expectations to the current skills of the employees, and you will be able to see the skill gaps. By addressing the gaps, you may be able to design a program for how the employee would be able to meet the company's expectations. You may send them to a training program specific to the gaps, or you may find a resource person to mentor and coach them. If there are common skill gaps among your employees, then it will be less costly to find a resource person to conduct the training, than to send them individually to public program offerings.

Another point, training may not always be the answer to identified gaps. The gaps or inefficiency of personnel may be due to misaligned expectations of the employees' performances or maybe a lack of interest in the position they applied for. If this is the case, we recommend that HR interview the employees to determine their interests, career goals, and commitment to staying with the organization.

TNA should also be able to give you a view of how much developmental programming is needed to design and budget your training programs. If there's a wide variety of training needs, it shows that we need to improve our recruitment process. Through recruitment, we make sure that we find the right person for the job openings. However, if the job vacancies are not well defined, it will be very difficult to select candidates that best fit the organization.

In the next article, I will share with you how to conduct a training need analysis. Follow us to receive announcements when new articles are published.

INFOGRAPHICS ON NEW LEGISLATIONS THAT WILL IMPACT WORKFORCE MANAGEMENT

These infographics would be very useful for our HR practitioners, to be updated of the new laws affecting our workforce management. Though these are taken from the Employers' Confederation of the Philippines newsletter, we feel that the cooperative sector would benefit on how the private sector views these new legislations.

Also, since cooperatives' workforce operations follows the DOLE's standards, many of these policies would apply to our sector as well.

It talks about some benefit updates, how we can avail of their services and what adjustments they made as a result of changes in work arrangement due to pandemic. These infographics covers the mandated work arrangements for construction workers. Another coverage focuses on the updates in Magna Carta or the ruling for benefits of working women.

The last infographic advises the deferment on contributions' hike due to the pandemic. Many industries are suffering low performance, and even our employees are getting lesser income.

Read on to be informed.

Electronic Records Management Now Plays Bigger Role in Sustaining Business

Knowledge Management is very essential in every organization.  A subset of the Knowledge Management System is Records Management.  Today, we shared a free webinar to cooperatives, to inform and remind them of the value of creating policies for proper handling and management of records from its creation, utilization, retention, and destruction.  Also, part of the objective is to provide a deeper awareness of the significance of not undermining the importance of documentation in any organization.

The training provided an understanding of the scope of Records Management.  The focus of the presentation was on establishing and developing an Electronic Records Management System or automating the data and information management in their cooperative.  Especially now that many have implemented a new working condition of telecommuting or mostly known as Work-from-Home setup.  

Digitization is now the new normal.  In every transactions and activity that we conduct, it surely equates to data and information, and the creation of records.  The bigger a cooperative grows, the bulkier are the records that need to be filed and managed. 

We advise, if you are now designing your Business Continuity Plan or business plans, include in your plan the development of your RMS or EDMS (Electronic Data Management System) because it is key to your business sustainability.  With the presence of documented processes, policies, and procedures, new employees would be able to cope with new tasks and functions even if there are no proper turnovers.  By referring to your standard working operations, they'll gain insights on how to act and work in your organization.

To share, here are the videos of the said training.  It was fed live via the NATCCO KRC page.  If you were not able to see and attend it, you can watch the video here.  Also, we provided a link to the speaker's copy of the presentation for your reference.

Video Recording of KRC's free webinar on Introduction to Records Management

Part 1 

Part 2

The number of registered participants during the said training reached 185 pax in the Google Meet and there are other cooperators who joined through the FB Live feed.  The following images are the GROUP PICTURES of Google Meet participants.

To get a copy of the PowerPoint presentation on Records Management, click on the image below and you will be directed to a google drive.

We hope these materials helped you.  Should you need assistance in setting up your RMS, you may contact NATCCO's Consultancy unit or message us at krc@natcco.coop.

Keep safe and stay at home, until the coast is clear.  Have a great day ahead!

How to Place an Effective Performance Management System for Your Organization? (Part 2)

Last time, we discussed how we can use the performance evaluation as basis for salary increases and adjustments.  Now, I will be sharing with you how we align training to Performance Management.

Training is not always the answer to improve the performance of an employee.  When we hire employees, we expect that somehow, they have some level of know-how and skills required for the position.  Employees should have aptitude and interest on a particular job function to ensure that a specific training would improve the efficiency of an employee. 

Also, training is given to employees if there are new technologies and processes in place.  Some organization have standardized training programs for new employees or for the staff.  These trainings are designed to ensure that the basic competency-requirements by the organization would be present from all its employees. 

But there are specialized and technical trainings that we give to our employees, particularly for those whom we expect to rise up the organizational career ladder.  Usually, these technical and special trainings are costly.  Training exposure on best practices, and out-of-town trainings can be used as a motivational reward or incentive to employees who performed very well. 

Excellent performance are usually a result of the employees' hard work, interest, dedication and commitment to his/her job.  Without these, employees performance may only be at an average or may also be poor.  Poor performances may also be the result of loss of interest on his/her job, demoralization, or lack of commitment.  Thus, it would only be fair to send performing employees to specialized training that would move him/her up his career.  Poor performers will not value the learning that they will get from training.  But high performing employees have tendencies to seek development and growth so that they will be able to continue excelling in their field.

So how can we align the training to the performance management system?  First is HR should be able to identify the career interest or career path that the employees would want to take.  Training that would be given should address the gap between their current position to the next post or job that they wanted.  If he/she wants to become a supervisor or a manager, then give trainings on leadership development.  But if he/she wanted to take another route and change departments, then provide trainings that will help him/her get to the new post that he/she desires. 

During performance evaluation, the supervisor or manager should be able to assess as well the training need of the employee.  He/she should inform the employee what training has been identified out of the performance evaluation.  Below shows a sheet that may be used as guide in identifying the career path and training requirement of an employee:

FIG. 1

FIG. 2

FIG. 1 is an example of a career path plan of an employee.  The given example are descriptive and not yet specific.  If there would be discussion with the employee, it should be more specific.

FIG. 2 is an example of identified Training Needs of an employee.  The mid year comment and full year comment is not yet filled-up because it will be used later during the next performance evaluation period.  An organization may have to performance evaluation period - mid year and end of year.  During those evaluation schedules, make sure not to miss checking on the employees if they indeed were able to attend the identified training needs. 

Next blog post, I'll describe next on how to align the PE with Succession Program and designing a compensation-benefit package.  I hope this article helped you understand how you'll be able to get an ROI out of your training programs, by including it to your Performance Management System.  Please do comment or ask if you have some questions.  I'll try my best to respond to your queries.

How to Place an Effective Performance Management System for Your Organization? (Part 1)

I have been to several organizations in different industries.  As far as I have seen, organizations that have an efficient Performance Management System are able to do so because they were able to document and standardized their processes and operational policies.  Also, they are gaining and were able to tie-up the results of performance evaluation with their compensations and benefits packages.

Let us say your company or cooperative is doing well and you want to ensure that those employees who are excelling in their performance are rewarded, then you really have to make some changes in your compensations and benefits packages.  Let us look at the following:

Salary Increases - How do you increase the salaries of your employees?

From a previous company I worked with, they have a regular schedule of giving annual increases to all employees.  The manner they give it is "across the board".  A certain percentage of the organization's profit goes to the budget for salary increase.  They set a condition that if the organization met their business targets, then everyone will receive an equivalent increase regardless of the employees' poor performance.  As a result, those who used to perform well and exert effort in doing their jobs felt cheated and demoralized.  And you would then know the aftermath of this -- employees just give enough what they thought is due to what they are being paid for.  As a new HR during that time, I saw that the employees have developed a habit of just going on the usual 8 - 5 work schedule.  They don't waste time... but they don't also share creative thoughts or contribute to improving their services.  When asked for any suggestions or contributions, they would just keep quiet.  Also, when employees are being promoted, they were disinterested.  They said that they don't want bigger responsibilities because they don't see any significant difference on the pay of a supervisor to that of a regular agent.

It was really a challenge changing their mindset when we tied-up the salary increases to the employees' performance.  So how did we go about it?  Here's how...

We first informed the employees that the scheduled increase for the following year would be based on performance.  That was about a year prior to actual implementation.  At the same time, we first developed a salary structure that is aligned with their market value and we conducted a job evaluation to align all employees' salaries, considering their loads, accountability, length of stay and the market value of their position.  Thus, during the year of announcement, all employees were happy because they received an increase based on salary alignment.

Then, we presented to all employees their revised job description.  Also, during business planning, we get the commitment of the employees on the new targets and each one has to sign a "performance target contract".  It's the basis of their next performance evaluation.   We made it clear to them that the next evaluation would be based on their individual targets.  Then we identified the percentage of salary based on their performance.  On the first year of the new performance management system, we provided the following guidelines on salary increase:

• Low to below average performance - No increase
• Average performance - 50% of the next step increase
• Above Average performance - 75% of the next step increase
• Excellent/Outstanding - 100% increase or the next Salary Step Increase

If you look at the above criteria, you would say it's fair enough.  But if you really want to stretch the employees capability, then I suggest the following:

• Low to Average - No increase (because average is actually expected of them)
• Above Average - 50% of the next step increase
• Excellent/Outstanding - 100% increase or the next Salary Step Increase

We informed the employees after the 1st year of implementation of the change.  Thus, they were not surprised when we finalized the later criteria.  

The key to change management is clear communication and complete understanding of the objectives.  Taking it a step at a time will make it easier for the employees to accept the new condition.  

When Does Employee Benefits Becomes a Motivator?

Many cooperatives have lower compensations and benefits packages compared to other financial institutions.  So employees seldom feel that they are receiving enough for the work they do.

But considering the work requirements and the culture of cooperatives, there are benefits that are not well communicated to them.  For example, the training and travel opportunities that they get for attending seminars given by federations are not much valued as a benefit.  Other employees in the corporations have to earn their training opportunity and some even have to spend out of their own pocket to be able to improve their competencies. But in the cooperative sector, training are abundant (except for some cases of front liner employees like cashiers, who finds it hard to leave their post).

HR of cooperatives should be able to communicate the monetary equivalent of all the benefits they give to employees, to help their employees realize the value of their work.  As I have read in an article of "employeebenefits.excellenceessentials.com" (written by Lynn Lievonenn),  "Communicating effectively and regularly about the benefits of benefits plans provides a better understanding and higher adoption rate by your employees. It helps build employee engagement and a more loyal workforce that takes less sick time."

By communicating the benefit plans to the employees, they will see that the organization is not neglecting their basic needs and the plan tells them how the organization understands their needs.  If there's no schedule of increases due to the organizational performance, at least the employees would also know that if they work together and try to achieve the targets, there's a big chance that they will reap the fruit of their labor in the future.  Employees need to understand that they are stewards and partners of the cooperative, and valuing their members and being able to serve the members well, will be rewarded too.

Some cooperatives even offer opportunities for the family members of the employees to find employment in the organization.  Some cooperatives allow relatives to work at the same organization, provided that the internal control is not sacrificed.  Some co-ops also provide scholarships for the employees' children, and some give scholarship for the employees as well. 

So my advice to HR of cooperatives is to review what compensation and benefits' packages that you have and try to monetize it.  This will give you an understanding of what you can offer for recruitment and what you can tell your employees should they decide to find greener pastures. 

Conducting Job Evaluation to Improve Manpower Efficiency

Most of the time, when we visit cooperatives and ask what were the common issues in HR management, one of the prevailing concerns is the number of employees and the efficiency of their current workforce.

When it comes to efficiency, the usual answer of the management is to send their people to training offered by the federation and other providers.  But training is not always the answer.  Efficiency may be rooted from the time of job design, recruitment and to identifying employees for job functions.

Job designs, effective recruitment and performance management may be addressed if we have conducted job evaluations.  Job evaluations identifies the job functions, competencies required for a specific functions and even the criteria & key result area or objective setting for performance evaluation.  In the long run, it also determines the training needs and how an HR can setup the career path program for each employee.

Job evaluation also determines the job levels and market rate for a specific job functions.  Conducting job evaluation is not done just once but the HR unit should have a system in place for this activity.  From time to time, it helps to be always updated in the market value of the different positions in the company or organization.

Right job pricing is determined by the importance of the job function to the operations.  A back-end post may also be rated high in terms of salary if the support needed is necessary to enable the operations employees perform their function.  Specialized skills are usually rated high since expertise may be well in demand in the market.  To determine this, job analysis and job evaluation must be conducted by the HR.

It is also important to conduct job evaluation when we are designing job descriptions.  If we just copy and paste what is available over the net, there is a likely error to include some activities that is not actually performed by an employee on the post.  Also, internal control may be neglected if conflicting functions are given to one post.  For example, a bookkeeper handling cash releases may loosen internal control.

So as an HR, we suggest that you determine and include in your HR process manual the Job Evaluation and set-up policies on its conduct.

It's About Time for Quarterly Business Plan Review

Every end of the year, organizations gather their supervisors, managers and executives to review strategic plans and develop next year's business plan, along with its budget plan.  The plans will remain a plan if it just placed in a binder and put in a shelve.   That business plan should not remain in the shelve but should be regularly visited and consulted as you do your usual business activity.  The best thing to do is to post it on the board and make it visible to your team.

After three (3) months, HR as a strategic management partner, should conduct or facilitate and gather once again the organization's champions to revisit the business plan by conducting a quarterly business activity review or evaluation.  This will provide the managers a view of how they are performing compared to set targets.  How should it be done?  It's not a breeze but it's not the difficult.  Here's how we do it:

• Data gathering and processing  -  A week before the set meeting, we ask all branches and unit heads to prepare a monthly performance review for the past 3 months.  These covers the financial performance, which is usually prepared by the finance and accounting department; the activity report by the HR department for the employees development plans, as well as the organizational development projects status; and lastly for the operations, the area or branch conducted activities aligned to their targets, what strategies they have implemented and marketing strategies.

 

• During the set meeting schedule for the quarterly evaluation  -  We usually take two (2) days to complete this activity.  Thus, meetings were set every Friday and Saturday so that there were lesser disruption when we take our managers out from the daily operations.  
  
  
  The program starts with the usual opening like mission-vision statement recitation, pledge, prayer and opening remarks.  Then we review and revisit the "focus objectives" per unit as shown in the table.
  
  
  
  
  After the target review, each unit will then present what they have done and have accomplished in relations to their targets.
  
  
•  Activity SWOT  -  During the presentations, allow some time for questioning from the members of the participants.  Make sure that the line of questioning and reaction is in the line that each may be able to provide help in the improvements of strategies.  They are all members of the management and they should work as a team.  This is what team leadership means.
  
  
  During this activity, our focus is usually with the strategies, asking the Strength, Weaknesses, Opportunities and Threats encountered during the implementation of activities.  The focus is more on the strategies evaluation and not on the target performance.  The target performance is just an indicator of the strategy's effectiveness.
  
  
  During this activity, you will surely encounter very good performers among the branches and there are those who are not doing well.  Allow them to share practices that are effective as well as challenges encountered.  Best practices may be duplicated while the challenges shared will provide a view of what to avoid and to think of a new approach should strategy is not working.  As early as possible, these challenges will be addressed when you conduct a quarterly review.

I hope this article is some help to you.  Thanks for the opportunity to share... thanks for reading.