Quick guide to writing employee performance reviews.

A Quick Guide to Writing Comprehensive Employee Performance Reviews

For most managers, writing up performance reviews can be an overwhelming task. While performance reviews are an absolutely essential part of a feedback process to improve employee performance and a standard workforce management practice, writing up the reports can be time-consuming.

To help you streamline and optimize this workforce management process, here are five need-to-know tips on how to improve your writing while making sure your reviews are accurate, professional, and most importantly, improve employee performance.

1. Start with the Positives

Every employee will have done something since the last review that you’re proud of or is an accomplishment to that individual. While there may be minimal exceptions to this rule, it’s important to start your review on a positive note, helping the employee feel valued by the company while allowing you to focus on what helps to generally improve employee performance.

For this, and the remainder of your review, you can use the formatting guides found on sites like State of Writing to help you structure your documents in a professional and coherent way. You could also run employee surveys to collect employee feedback to improve employee performance reviews.

2. Refer to the Previous Review

In the last workforce management review, you will have made goals or set targets for that individual to achieve in order to improve employee performance. The next step is to address these intentions so you can see how far the individual has progressed and whether they have accomplished, or even exceeded the goals you both agreed to.

Tip: When writing your review, it doesn’t need to be the length of a dissertation. Instead, keep it to one page by tracking your word count with online word count tools, or by editing, proofreading and then condensing using online guides and tools.

You’ll also have the chance to offer employee surveys which can find out how effective your performance meetings are and how they can be improved. You can offer this employee survey at the same time as the reviews to help them become more streamlined.

3. Record Constructive Feedback

Based on the comments made in the section above, you’ll then be able to address employee satisfaction regarding their role and start to brainstorm ways to improve employee performance. This is also where you can deliver constructive feedback and suggest solutions.

Don’t forget that you can also highlight the things that an employee is good at (referring back to tip #2), in which you can set a goal to continue this or take it to the next level. It’s imperative that the feedback in this section is received in a positive and constructive manner.

During the workforce management review, you can also offer the opportunity for employee feedback on their role and how they view the business.

4. Highlight Unfulfilled Goals

Of course, while some goals may have been achieved, others may not, and this will need to be addressed in the review. You will need to identify why these goals haven’t been met and what you can do to address them this time. In some cases, they may not be relevant anymore.

You can call on writing guides to improve your writing skills for more comprehensive goal setting, allowing you to actively improve employee performance.

If you, or your employees, feel like there’s a lack of communication in these areas, or room for improvement in the reviews, or the business itself, you could create more employee surveys and administer them via a team app to identify and rectify any problems. Collecting employee feedback here is essential so you can make sure your goals and intentions are positive and beneficial to your business.

Screen shot on mobile device showing how to conduct an employee satisfaction survey using Beekeeper team app.

5. Setting Future Employee Performance Goals

With all the information you’ve spoken about above, you can now start thinking towards the future. This means setting goals for your employee to aim for while discussing how they can be monitored and tracked throughout the next 12 months. Remember to remain positive and encouraging for the best results.

When you’ve finished writing your performance review (perhaps adding your employee surveys here to find out how well your employees think they are doing, since employee feedback is essential to your success), be sure to check it thoroughly, a process made easy with proofreading tools, to ensure it’s free from mistakes and of high quality.

Streamline Workforce Management and Improve Employee Performance

As you can see, conducting and recording an employee performance review doesn’t have to be an overwhelming task. Follow this simple outline, and you can maximize employee productivity and the quality of your business’s reviews. Using a team app like Beekeeper, you can improve and automate workforce management and operational processes, such as employee surveys, so you can focus on implementing results faster and boosting employee performance.

Download our Real Time Employee Feedback Checklist to discover how to collect employee feedback with a team communication app.

5 Ways to Sell Your Company Culture and Employer Brand

5 Ways to Sell Your Company Culture and Employer Brand

A large majority of companies already focus on their brand—the customer-facing name that truly tells your customers who or what they are buying. When a customer thinks about Apple, Nike, or Ford, they are buying because of the brand. Yet, for most companies, the employer brand or company culture isn’t prioritized as heavily since it’s internal.

But shouldn’t your employer brand hold as much weight as your customer-facing brand?

Some of the major players who may have a great brand strategy are leaving the employer brand to chance. The employer brand, or what it is like to work in your company, should be just as important to sell to everyone as your product is. Companies hire Brand Ambassadors, those employees who are client facing, or public facing, who talk about how great the brand is and shine a positive light on the company to help increase awareness or sales.

While this is valuable, who is telling the behind-the-scenes story about your culture and your employer brand? It can’t just be the CEO, VP, or HR department—it needs to be that all team members are aware.

Here are five great ways to sell your company culture and employer brand to clients and future employees:

1. Storytelling

The best and most popular way to sell your culture is to tell an engaging story about the culture. In a day and age where social media can reach anyone at any time, some companies prefer the team not talk about their jobs on these platforms. However, this may be the best platform to tell your story and attract top-level talent. Team members are the best brand ambassadors there are, period. If they like working for your company, let them use that voice to tell as many people as they can.

2. Set Up a Current Team Member Interview

Every company has core values that employees should be embodying. So who is more fit to talk about them than the people who live them every day? At Snelling Hospitality, we started a process in our interview and screening where two or three of our team members are interviewed by a potential future employee.

The future employee can ask any question they like about the company, including the culture and experience. After that, the team leaders speak with the candidate and finish up the interview, and let them deliberate for a day. If they are still interested, we move them on to the next step.

3. Hire or Promote a Cultural Ambassador

This person could be a part of the HR team, but they should be the spokesperson for the company culture and attitude. Think of them as the PR firm explaining why people should work for you. Companies send the HR team to job fairs or colleges, but if your HR team has a hard time articulating the true day-to-day culture of the team, they should not be the ones interfacing with potential new hires.

Ideally, this person would be the most energetic employee—they don’t necessarily need to be the most educated or experienced one at the company. They want to sell why they love working at your company and share how wonderful the people are. They can then assist others in doing the same.

4. Create an Employee Referral Program

To the tune of what we have been talking about, current team members are your best asset. If they love their job and the team, they’re likely to tell their friends and family. A referral does not always have to be a financial reward, but it could be a great way to grow your team, and keep the culture strong.

5. Create Job Descriptions That Sell

As another recruiter mentioned to me a few months back, job descriptions should be more than a list of qualifications or functions. They should sell the role and be truly appealing to the candidate. Sell the perks of working at your company and do it early on.

Candidates want instant gratification, and if it takes too long to get to the good stuff they may not bother reading the entire description. Sell the job early and write the description with the candidate in mind, not the company.

As we head into the future of employment and a lot of great candidates are gainfully employed, it is harder to reach them and tell your story. Hopefully these five tips will help you and your staff gain the traction you need to better sell your culture and employer brand.

Beekeeper helps many hotels like InterContinental, Marriott, and Hilton improve their corporate culture, unified communications, and brand identity. To read InterContinental Miami’s story, download the case study.

Culture Design Expert Shares His Secrets to Elevating Corporate Culture

Josh Levine Shares His Corporate Culture Design Secrets

Employee engagement statistics are low—and even lower for non-desk employees— which is a hard truth for most employers. Reports show that disengaged employees cost companies between $450 and $550 billion a year. So why aren’t companies doing more to address this expensive problem? The most successful companies in the world have the highest levels of employee engagement, yet engagement initiatives are frequently put on the back burner.

At Beekeeper, our mission is to connect every single employee to keep them engaged within an organization to improve productivity and reduce turnover. To help combat the problem of employee disengagement, we’ve partnered with an expert on corporate culture, Josh Levine.

About Josh Levine

Josh holds a BS in Engineering Psychology from Tufts University, and BFA in design from the Academy of Art University. As a brand strategist and culture design expert, Josh has helped local and global organizations engage customers and empower employees for over 15 years. One of his most recent ventures was co-founding CultureLabx where he leads brand development. Culture Lab is a community of founders, designers, and practitioners committed to redefining workplace culture by hosting experiments to help business leaders understand its value to the employees, the company, and the community.

His writing has been featured in publications including Fast Company, The Design Management Journal, and 99u.com. Josh teaches at California College of the Arts’ renowned MBA program in Design Strategy and is Principal of the brand consultancy Great Monday. Great Monday helps companies with culture design because the team has found that when employees know why they work, they are more motivated, more invested, and are happier doing it. His book “Great Mondays: How to Design a Company Culture Employees Love” will be published in 2018 with McGraw-Hill Education.

Josh met with us to discuss what a great corporate culture looks like, why it’s important, and how to achieve it.

Corporate Culture Q&A

1. What defines a great culture?
A great culture is a high bar. When everyone from executives to employees to contractors understands a company’s purpose and values—the why and how’s—and make choices based on those, you are on your way. Purpose is the reason a company is in business beyond making money. Values are the three to five shared beliefs that guide behaviors.

2. Why is culture so important for a company’s brand?
Today culture *is* the brand. As social media and the internet more broadly continue to shorten the distance between the inside of a company and the external world of customers, employee and organizational choices are more exposed. If you attempt to convince communities through “brand marketing” of a story not aligned with what’s happening on the inside you’ll get called out, and fast.

3. What is “culture design” exactly?
It’s the two-part process we use to help our clients find, tell, and live their story. First, a company needs to establish and codify behavioral expectations by defining their unique purpose and set of values. Then they create the tools with which they manage their culture—new practices that help employees understand, connect to, and embody those culture touchstones. Through the process, the organization has created a living document we call the “culture code.”

4. How does culture affect communication and operations?
For the business, culture is about empowering choices that move it towards its goals faster. If we all know why we are here (purpose), and how we should get there (values), we have more context for how we should work with one another, prioritize strategies, and make more effective decisions— communications and operations included.

5. What is the ROI of culture?

There are a few ways to get to this question.


You can estimate employee lifetime value, or ELTV, which looks at how even marginal increases in speed to onboard, productivity, and tenure generates exponential gains for the company.


The rate of employee turnover can be useful because it can be tracked so easily. Multiply how many employees left in the past year by 25-50% of their annual salary, and you have a good sense of what your cost of turnover is. Not all those departures can be attributed to culture alone, of course.

To increase fidelity of this metric, leaders need to look at the qualitative data from off-boarding conversations. Which of those had themes like discontent, lack of opportunity, or managerial issues? Those are culture related. Just like any survey, the longer this number is tracked and measured, the more useful it becomes.

Employee Sentiment

Employee sentiment is a great one if you have enough data points. The mistake most companies make here is the annual employee survey. That’s too much too late. Instead, spread your questions out over time. Monthly or even quarterly single question polls keep response quantity and quality high. If you can only ask one question my favorite is “how likely are you to recommend working at this company to your friends or family?”


Even increases or decreases of mentions on social media regarding customer experiences can be looked to as measurable impressions.

The assumption underlying all of these is that investments in improving culture increases employee engagement which improves customer satisfaction and the bottom line. There’s a lot of variables in there so none of these are perfect, but they all can be useful.

6. What are the easiest ways to improve a company’s culture?
Start small. There’s no need to try to change an entire organization to make a difference. Think of how you’d like your sphere of influence, the 10-20-30 people that you interact with most, to start behaving and embody that. You have to be the culture change you wish to see in your world.

Beekeeper is an employee engagement and team communication app that caters to non-desk workforces. Our customers such as Marriott, Heathrow Airport, and Seaboard Foods experienced immediate operational improvements and elevated corporate culture.

Sign up for your free trial of the Beekeeper team communication app to see the benefits for yourself.

Can software disrupt the workplace safety world too

Can Software Disrupt the Workplace Safety World Too?

There were 4,836 workplace deaths in 2015, according to the latest data from OSHA. And approximately one in five of those fatal accidents took place on a construction site. Despite advancements to improve workplace safety on construction sites, safety hazards still exist. They probably always will.

The construction industry is one of the most reliable generators of blue collar jobs that can’t be outsourced. So how can we make construction sites safer for our workers?

New Software Has Disrupted Taxis, Hotels, and Even Dating – Is Workplace Safety Next?

Approximately 84% of construction workers who sustained head injuries weren’t wearing work safety gear at the time of their injury. And 50% of all fatal workplace falls occurred from altitudes of 25 feet or less due to poor fall protection. Personal protective equipment and fall protection is essential, but in the Information Age, more companies are looking at digital tools that can help prevent accidents before they happen.

Digital workplace software can help you manage the safety hazards in your workplace where your EHS department can’t quite reach. Digital workplace software allows for better internal communication and promotes a better culture of safety. Consider the following ways digital workplace software can reduce occupational injuries.

Improved Information Distribution

According to a study by the Center for Construction Research and Training, up to 27% of construction workers who sustained an occupational injury didn’t report their injury. Failing to report important safety information because your office is still relying on paperwork can increase hazards in your workplace.

Digital workplace software improves information distribution by providing automated alerts to workers, allowing follow-ups and updates, and ensuring routine communication, all on mobile. What’s more, it’s easier to send out alerts and notifications from a single software platform, thereby improving your manager’s leadership and the accountability of your workers.

Improved Data Analysis

Searching for correlations in data via paper records and spreadsheets is not only tiresome, but it’s not cost efficient for any company. However, the analytics dashboard of a mobile collaboration platform can help users find correlations between data far more efficiently. This saves time, company money, and helps you as a business find the areas in safety culture where you need to improve.

Improved safety culture

It’s easy for a workplace not to take safety seriously until a fatal workplace accident occurs. Therefore, it’s essential that, as a leader, you make safety culture a priority. When the leader of the company sees safety culture as important, the rest of the workforce will also.

A digital workplace app can help make safety culture as important to your workers as it is to you. For instance, your workers will know how to handle the safety issues in the workplace should you utilize safety observation reporting via your digital workplace software.

Accidents happen in the construction industry. However, many of these accidents can be avoided by implementing a mobile tool to promote communication, workplace data analysis, and safety culture.

By shifting to a digital workplace, you can monitor safety regulations, notify workers of safety concerns or issues, and help your workers stay accountable for their own safety, as well as others’. Through improved employee communication, you can reduce the number of both fatal and non-fatal workplace accidents.

To see a demo of Beekeeper’s digital workplace app used for employee communication and safety, fill out the form below to speak to one of our app experts.
The Honor Foundation

How The Honor Foundation Lowered My Golf Score and Assisted this SOF Veteran

The Honor Foundation (THF) is a unique transition institute created exclusively for Navy SEALs and the U.S. Special Operations community. They’re dedicated to preparing these outstanding men and women to continue to realize their maximum potential during and after their service career. As part of their efforts to ease the transition into civilian positions in the workforce, they do a tour of small, midsize, and large companies to expose members to different career opportunities.

THF Meets the Beekeeper Team

This year we invited 35 of these Special Operations Forces (SOF) personnel to take a tour of Beekeeper. At first we were excited to teach them about our product, company, how we operate, and open positions, but we quickly realized that we were the ones that had so much to learn from this esteemed group.

They’re not only highly skilled in combat, they are also brilliantly business savvy and know how to run successful teams like clockwork. From engineers, to data scientists, to marketing professionals, to entrepreneurs—their backgrounds cover it all. During our presentation, each member asked insightful questions and gave valuable feedback. Needless to say, we were incredibly impressed by everyone and humbled by the experience. Not to mention they are just a fun group to get to know on a personal level!

Beekeeper and the honor foundation

In honor of Veteran’s Day, we want to share a story directly from Dan Hathorn, one of the incredible people we met that day. He shares his honest journey about finding his way into civilian life after exiting the military. We’re so grateful he shared his story with us and is willing to share with all of you, as it’s a unique perspective most of us don’t get to see.

Transitioning Into Civilian Life

I’ll never forget that time. I was lying in a hospital bed pondering my next life choices when I came face to face with an unexpected transition. I was injured while on deployment overseas, and the extent of my injuries left me wondering if I would be re-writing most of my activities of daily living, let alone staying in the military until the desired retirement date of 20 years.

I clawed, scraped, and fought my way back to active duty, sticking around for another four years before I was medically retired. After my departure from the military, I wasn’t unhappy with myself. I was unsure, unprepared, and woefully ignorant of exactly how much I didn’t know about life outside of Special Operations.

Dan Hathorn

I landed a comfortable job with a local area sports store, managing a small business before leaving abruptly due to feelings of low self-worth and lack of purpose. I didn’t stick around lamenting for too long before I landed a job within a four-star veterans non-profit dedicated to assisting wounded, ill, or injured service members reintegrate back into society—with structured programs taking all branches of service members from the hospital bed, to living on their own, or with their families.

It wasn’t long before I left that organization as well, still feeling a substantial lack of purpose in my life, and overall comfort that people wanted me for what I brought to the table, not some “quick fix” veterans hire to boost a statistic on a bottom line somewhere. I was adrift in a sea of melancholy. I didn’t feel at home. I knew I had skills that were in demand, but lacked the ability to articulate those skills clearly, cleanly, and in a manner that resonated with my personality.

A quick Internet search will reveal a plethora of military transition services all catering to the service member’s desire to reintegrate into society. I reached out to some of these services and found a lot of the same things, resume writers, tutorials and quick classes, and people interested in “teaching” many of us veterans’ necessary skills needed to find the success that we may or may not have known within the military. I used a couple of these organizations with almost zero results. I paid $700 for a resume that, when complete, was touted as a 98% success at landing me a job. I used it a handful of times with no success.

One day while browsing around on LinkedIn for various opportunities and connections I noticed a friend had loaded a new picture of himself into his profile. I clicked over and started to read his very professional and well-written profile. Imagine my surprise, after asking him; when I found out he’d done it himself!

He told me about The Honor Foundation www.honor.org (THF), their fellowship program, and their desire to take Special Operations Forces (SOF) through an MBA-level training curriculum designed by some of the best minds and professionals in the education industry. How were they different? What separates them from the crowd, besides clientele? At the end of the day the results should speak for themselves, right? I submitted an application and was granted a face-to-face interview to gauge my level of commitment and accountability to the terms of the fellowship. I was captivated with what I found on the inside.

SOF personnel, like golf, spend a lot of time learning to crawl first, then walk, and then run. All of the high-speed stuff you read about in the news didn’t happen instantly. These individuals, like myself, were groomed over weeks and months of training. Repetition in one area meant success in another.

Dan Hathorn

Post retirement, I found myself feeling like a Formula 1 race car driver on a track filled with wind-up toys. I had a skilled, honed mind, ready to tackle diverse problems, in any environment and succeed no matter what. I was floundering around trying not to run into everyone while leaving a path of destruction in my wake for lack of societal, and cultural understanding. The Honor Foundation took that ability to learn in any environment, at any pace, and challenged us fellows with the task of going back through training again.

Having spent the better portion of our lives learning the slow backswing of SOF practices, we were now the pros at the long accurate drives that generated huge success for our countries various initiatives. While those skills can certainly translate into the private sector, we needed to hit the range again and start taking lessons. This forum was an entirely new game.

From having classes on challenging communications, learning how to present in 30 seconds or less, writing drills, business simulations, and a hefty reading list, this Fellowship was certainly not for the weak of heart. For the transitioning SOF individual, this course represents the spirit of Special Operations personnel. We all know how to train for the win, but we’ve all also been granted the autonomy to create that success on our own, within the overarching structure of Special Operations.

What happens when you leave the military? Your transition is now handed over to someone who “knows” resumes and you rely on them to tell your story. This is akin to buying a golf lesson and then watching the instructor hit accurate drives wearing a mask with your likeness. It’s not authentic. It’s not you. The name of the game for The Honor Foundation, in my opinion, is authenticity, and credibility. The game of golf can be a quick game when the foundation for success is there. Without this foundation you find yourself striking inaccurately and inefficiently and without purpose.

As I approach the graduation of The Honor Foundation Group 10 cohort in Virginia Beach, I sit back and reflect on where I was, and where I am now. I arrived as a man, devoid of purpose, unsure of himself, and not entirely certain where I fit into this new life I was staring down. I now stride confidently and with a clear purpose on my direction.

They say, “A rising tide lifts all boats” right? If SOF individuals are in such high demand, then all industry executives should be standing by patiently waiting for each cohort to graduate. This SOF finishing school provides a C-suite level workforce that only deepens the value of all veterans, SOF and conventional forces alike.

To learn more about The Honor Foundation or thank these veterans for their service, contact them at www.honor.org/contact.
How to Empower Frontline Employees in this Digital Age

How to Empower Frontline Employees in this Digital Age

For companies to thrive in the 21st century, they must be able to adapt to the demands of the digital age. Part of that evolutionary process with the digital workforce means empowering frontline employees. After all, frontline employees are a business’s first point of contact with a customer—hence the name “frontline.”

And that frontline is being taken over by a fairly new generation that has entered the frontline workforce.

The frontline workforce are millennials, a mix of twenty-somethings and young thirty-somethings that have grown up alongside the eruption in digital technologies. Having been raised on a diet of smartphones and the internet, millennials almost epitomize the term “digital age.”

They are the trendsetters of our era, at the forefront of the latest technologies, and companies can learn from millennials the habits needed to empower frontline employees.

Turn Your Company Into a Village

Long gone are the days when working at a company meant only being on a first-name basis with your cubicle neighbors and managers. This is the digital age—the age of social media—and the entire world is connected by a tangled net of signals.

For better or worse, nearly every single person is a simple Google search away. And companies that haven’t internalized this “digital world is a village” lesson are going to stutter and spurt until they finally crash.

How do we take the lessons of an interconnected world to the office to empower frontline employees?

Companies using the right app or software can turn their vast employee roster into a small village, where everybody knows everybody else’s names. Or at least has access to them.

With the right app or software, workers can send a message to any other employee through a simple click. After all, nobody knows everything—not yet at least. To compensate, traditional companies relied on specialists or experts, leaving some frontline employees at the whims of others to guide their decisions.

But in the digital age, frontline employees don’t need to wait for a message to make its way through labyrinth of communication channels before getting to the right person. They can directly contact the staff member they need to speak to. That means no hold-up, employee independence, and better customer service.

Don’t forget, management and leaders are also privileged to this network. Both they and frontline employees have a diversity of opinions and perceptions to guide decision making.

Encourage Recognition

That interconnected network also makes it easier for employers to commend their frontline employees, to say “Thank you,” an overlooked two syllable phrase that makes all the difference.

Research by One4all Rewards found that “71% of respondents would forgo a higher salary to work for an employer that regularly says thank you.” It’s not clear where the financial cutoff is, but the finding is still significant. It went on to reveal that one in five workers have never received a “Thank you” at all from their employers.

There’s no excuse in the digital age for lacking P’s and Q’s when an entire office has an internal communication solution. A simple salutation makes any employee—especially frontline employees who represent a business—feel valued as a cherished member of a team, even if it’s in the form of a computerized message.

Personal Leadership

Jim Collins’ now classic book, Good to Great: Why Some Companies Make the Leap…And Others Don’t discovered similarities between every successful business: employees that are empowered to act on their own.

That means a manager isn’t breathing down a frontline employee’s neck, asking them what they’re doing and how they’re doing it. That doesn’t create a positive work environment for anyone.

As Collins explores in his book, “The moment you feel the need to tightly manage someone, you’ve made a hiring mistake.” A sense of trust and personal responsibility is the push that takes companies from being simply good to exceptionally great.

It’s a way to empower frontline employees. They don’t need to constantly call up a manager and ask whether or not action X or Y or Z is the appropriate response. And giving employees the ability to act independently has never been easier than today.

Freedom to Choose

We all know the saying “knowledge is power.” Essentially, the more information you have the more freedom you have to make decisions.

Where are we going with this? People these days are saturated with information, and companies are too.

Empowering frontline employees means giving them the information they need to make decisions, because businesses that thrive in the digital age give employees the information they need to be autonomous individuals.

Today, there are solutions that do exactly this. Workstream collaboration and internal communication tools enable two-way communication between managers and frontline employees and give everyone access to important information without the use of email. There are other solutions such as Qminder – a queue management system that provides data to frontline employees so they can focus on improving customer experience metrics.

These innovative solutions give frontline employees the means to make informed decisions on their own, while staying connected to information. It goes over particularly well with millennials, who tend to value freedom even more than money. So, give them freedom.

“If people are free, they will be drawn to what they really like as opposed to being pushed toward what they have been told to like,” said Chris Rufer, CEO of Morning Star Company, in an interview with Harvard Business Review. “So they will personally do better; they’ll be more enthused to do things.”

Overcome Hierarchies

As Pew Research rightly points out, millennials are the “best-educated cohort of young adults in American history.” That makes them suspicious of traditional hierarchies and imbued with a keenness for democracy.

Traditionally, decisions are locked behind a hodgepodge bureaucracy. Not only is it inefficient, but it’s demoralizing. In the traditional system, frontline employees feel like a cog in a machine whose voice is barely heard, as if they’re not allowed to deviate from a pre-approved script.

“The problem isn’t the occasional control freak; it’s the hierarchical structure that systematically disempowers lower-level employees,” the Harvard Business Review points out.

The article goes on to say, “Narrow an individual’s scope of authority, and you shrink the incentive to dream, imagine, and contribute.” Overcoming this system means managers must become better leaders and overcome these hierarchical boundaries.

Companies that change their culture today will get ahead tomorrow.

Adaptation is not easy: the rate of technological change makes it seem nearly impossible to implement a strategy that incorporates the latest trends from the digital age. But don’t worry!

“Cultural changes within corporate institutions will always be slower and more complex than the technological changes that necessitate them,” writes McKinsey Quarterly. Recognizing the need to keep on top of the latest digital trends is the first step in a long journey.

Once frontline employees feel the first slivers of empowerment from managers, the necessary changes to continue the trend will naturally flow. It’s the first step that’s hardest. But recognizing it has to be taken is an empowering act in itself.

To empower your frontline employees with the digital technology they need to perform their jobs at the highest level, fill out the form below for a free demo.
3 Warning Signs of Declining Employee Morale

3 Warning Signs of Declining Employee Morale

Your employees power your business, and ensuring employee morale is high is critical for helping workers maintain their productivity. Running a successful business means viewing your employees as a core asset, and morale serves as a measure of their satisfaction with their work.

Experienced managers know what studies have consistently shown: Satisfied employees are more productive than those who dread coming to work. It can be easy to miss out on early warning signs that morale is dropping, and failing to take steps early on can lead to more difficult problems in the future.

Here are three signs employee morale is dropping and a few tips for fixing the problem early.


Work almost always causes a bit of stress for workers, and it’s common for employees to feel frustrated on occasion. However, studies have consistently shown that it only takes a single employee to cause this frustration to spread throughout the workplace, and these negative feelings can quickly lead to drained morale in the workplace.

Make sure to provide ways for employees to leave feedback and criticism for management, and let them know your company takes this feedback seriously. If the negativity is caused by poor management, make sure to address these issues with employees and find out if you’re doing enough to solve the problem.

It is very important to promote a positive and motivating workplace atmosphere as much as possible. Always make sure that everyone involved has a complete understanding of the overall vision of the organization, while trying to accomplish their individual goals.


A major part of running a business successfully is ensuring everyone is on the same page. Workers need to have consistent access to job-related information and feedback, and it’s important to deliver information in a timely manner. When this order begins to break down, it’s common for employees to feel drained, and this lack of energy can lead to even more confusion, creating a self-sustaining problem.

Look for signs that employees are having trouble navigating their day-to-day activities, and find out if overall productivity is starting to drop. It’s common to find confusion in the office when bringing in new employees or when hiring new people in management positions. If your business operates seasonally, workers might become confused when demand picks up.

One of the keys for fighting confusion and maintaining your office morale is to focus on your hierarchy in the workplace. Ensure everyone knows their roles, and make sure your managers feel empowered to make decisions and delegate to others. If productivity has dropped, spend some time with your workers to find out where the bottleneck is. Small problems can snowball into confusion easily, so keep an eye out for warning signs.


Those in management positions want their workers being productive at all times, and many try to find ways to increase employee productivity. However, too much work can cause workers unneeded stress on the job, which can lower productivity and cause them to make mistakes.

Even worse, being overworked and stressed out can affect workers’ personal lives, which can lead to poor sleep, health issues and distractions while on the job. Poor sleep has been shown to have a profound effect on work performance and lead to negative attitudes, which are clear signs of poor office morale. Work-related stress can also lead to high turnover, resulting in a less experienced workforce.

The key to preventing overworking on the job is encouraging employees to take breaks. Some workers try to minimize their break time to impress managers, so ensure your employees know they’re encouraged to take a break and refresh, and consider making breaks mandatory. Small breaks can be helpful as well; a five-minute breather after completing certain tasks, for example, can help your employees stay refreshed throughout their shifts. If your employees work alone, finding ways to help them take breaks together can help them remain focused.

Another factor to consider is vacation time. While paid time off is a significant expense, providing vacation time also lets employees recharge away from the office, which can result in higher overall productivity.

Workplace morale is key for ensuring your employees are productive, but it can be more difficult to maintain good morale once it starts to slip. Make sure your business regularly measures office morale, and include employees on these conversations. Encourage employees to be honest; workers are sometimes reluctant to report problems, so assure them you’re interested in their feedback. View maintaining your morale as part of running a successful business, and feel free to make investments if it will lead to a happier and more productive workforce. Guaranteed you’ll see the return.

Interested in learning more about improving employee morale and boosting productivity in your organization? Schedule a free personal demo with our app experts today.

Quiz: Does your workplace inspire employee engagement, or indifference?

What if you discovered that less than one-third of your employees are actually enthusiastic about, and committed to your workplace?

Would panic ensue? Would you rally for change? Or would it be business as usual around the office?

Unfortunately, this is not a hypothetical question, but the real state of the current workforce.

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Mitarbeiterkommunikation: Nur 30% kommt an

Gastbeitrag: Accelerom AG
Autoren: Christoph Spengler, Isabel Imper, Laetitia Burkhard

Auch in der digitalen Arbeitswelt gilt: Gut informierte Mitarbeitende sind engagiertere Mitarbeitende. Neue Formen der Zusammenarbeit und Kommunikationswege erschweren die Informationsversorgung jedoch wesentlich. Wie die 360°TOUCHPOINT-Analyse Sicherheit bei der Steuerung der Mitarbeiterkommunikation im digitalen Zeitalter schafft, lesen Sie im Blogbeitrag.

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