How to Build a Teamwork Culture

Fostering teamwork is creating a work culture that values collaboration. In a teamwork environment, people understand and believe that thinking, planning, decisions and actions are better when done cooperatively. People recognize, and even assimilate, the belief that “none of us is as good as all of us.” (High Five)
It’s hard to find work places that exemplify teamwork. In America, our institutions such as schools, our family structures, and our pastimes emphasize winning, being the best, and coming out on top. Workers are rarely raised in environments that emphasize true teamwork and collaboration.
Organizations are working on valuing diverse people, ideas, backgrounds, and experiences. We have miles to go before valuing teams and teamwork will be the norm.
You can, however, create a teamwork culture by doing just a few things right. Admittedly, they’re the hard things, but with commitment and appreciation for the value, you can create an overall sense of teamwork in your organization.

Create a Culture of Teamwork

To make teamwork happen, these powerful actions must occur.

• Executive leaders communicate the clear expectation that teamwork and collaboration are expected. No one completely owns a work area or process all by himself. People who own work processes and positions are open and receptive to ideas and input from others on the team.
• Executives model teamwork in their interaction with each other and the rest of the organization. They maintain teamwork even when things are going wrong and the temptation is to slip back into former team unfriendly behavior.
• The organization members talk about and identify the value of a teamwork culture. If values are formally written and shared, teamwork is one of the key five or six.
• Teamwork is rewarded and recognized. The lone ranger, even if she is an excellent producer, is valued less than the person who achieves results with others in teamwork. Compensation, bonuses, and rewards depend on collaborative practices as much as individual contribution and achievement.
• Important stories and folklore that people discuss within the company emphasize teamwork. (Remember the year the capsule team reduced scrap by 20 percent?) People who “do well” and are promoted within the company are team players.
• The performance management system places emphasis and value on teamwork. Often 360 degree feedback is integrated within the system.

Tips for Team Building

Do you immediately picture your group off at a resort playing games or hanging from ropes when you think of team building? Traditionally, many organizations approached team building this way. Then, they wondered why that wonderful sense of teamwork, experienced at the retreat or seminar, failed to impact long term beliefs and actions back at work.
I’m not averse to retreats, planning sessions, seminars and team building activities – in fact I lead them - but they have to be part of a larger teamwork effort. You will not build teamwork by “retreating” as a group for a couple of days each year. Think of team building as something you do every single day.

• Form teams to solve real work issues and to improve real work processes. Provide training in systematic methods so the team expends its energy on the project, not on figuring out how to work together as a team to approach it.
• Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. If team members are not getting along, examine the work processes they mutually own. The problem is not usually the personalities of the team members. It’s the fact that the team members often haven’t agreed on how they will deliver a product or a service or the steps required to get something done.
• Build fun and shared occasions into the organization’s agenda. Hold pot luck lunches; take the team to a sporting event. Sponsor dinners at a local restaurant. Go hiking or to an amusement park. Hold a monthly company meeting. Sponsor sports teams and encourage cheering team fans.
• Use ice breakers and teamwork exercises at meetings. I worked with an organization that held a weekly staff meeting. Participants took turns bringing a “fun” ice breaker to the meeting. These activities were limited to ten minutes, but they helped participants laugh together and get to know each other – a small investment in a big time sense of team.
• Celebrate team successes publicly. Buy everyone the same t-shirt or hat. Put team member names in a drawing for company merchandise and gift certificates. You are limited in teamwork only by your imagination.

Take care of the hard issues above and do the types of teamwork activities listed here. You’ll be amazed at the progress you will make in creating a teamwork culture, a culture that enables individuals to contribute more than they ever thought possible - together.

http://humanresources.about.com/od/involvementteams/a/team_culture.htm

A Formal, Professional Dress Code

Your Company's objective in establishing a formal work dress code is to enable our employees to project the professional image that is in keeping with the needs of our clients and customers to trust us. Because our industry requires the appearance of trusted business professionals and we serve clients at our site on a daily basis, a more formal dress code is necessary for our employees. You must project the image of a trustworthy, knowledgeable business professional for the clients who seek our guidance, input, and professional services.

Formal Dress Code Guidelines

In a formal business environment, the standard of dressing for men and women is a suit, a jacket and pants or a skirt, or a dress paired with appropriate accessories.

Clothing that reveals too much cleavage, your back, your chest, your feet, your stomach or your underwear is not appropriate for a place of business. In our work environment, clothing should be pressed and never wrinkled. Torn, dirty, or frayed clothing is unacceptable. All seams must be finished. Any clothing that has words, terms, or pictures that may be offensive to other employees is unacceptable.

Dress Down Days

Certain days can be declared dress down days, generally Fridays. On these days, business casual clothing, although never clothing potentially offensive to others, is allowed. Clothing that has the company logo is encouraged. Sports team, university, and fashion brand names on clothing are generally acceptable. You might want to keep a jacket in your office for the days when a client unexpectedly appears on a dress down day, especially if the client is wearing a suit.

Formal Business Attire Recommendations

This is an overview of appropriate formal business attire. The lists tell you what is generally acceptable as formal business attire and what is generally not acceptable as formal business attire.

No dress code can cover all contingencies so employees must exert a certain amount of judgment in their choice of clothing to wear to work. If you experience uncertainty about acceptable, professional formal business attire for work, please ask your supervisor or your Human Resources staff.

Slacks, Pants, and Suit Pants

Slacks that are similar to Dockers and other makers of cotton or synthetic material pants, wool pants, flannel pants, pants that match a suit jacket, and nice looking dress synthetic pants are acceptable. Inappropriate slacks or pants include any that are too informal. This includes jeans, sweatpants, exercise pants, Bermuda shorts, short shorts, shorts, bib overalls, leggings, and any spandex or other form-fitting pants such as people wear for exercise or biking.

Skirts, Dresses, and Skirted Suits

Dresses, skirts, skirts with jackets, dressy two-piece knit suits or sets, and skirts that are split at or below the knee are acceptable. Dress and skirt length should be at a length at which you can sit comfortably in public. Short, tight skirts that ride halfway up the thigh are inappropriate for work. Mini-skirts, skorts, sun dresses, beach dresses, and spaghetti-strap dresses are inappropriate for the office.

Shirts, Tops, Blouses, and Jackets

Shirts, dress shirts, sweaters, tops, and turtlenecks are acceptable attire for work if they contribute to the appearance of formal, professional dress. Most suit jackets or sport coats are also desirable attire for the office. Inappropriate attire for work includes tank tops; midriff tops; shirts with potentially offensive words, terms, logos, pictures, cartoons, or slogans; halter-tops; tops with bare shoulders or plunging necklines; golf-type shirts; sweatshirts; and t-shirts.

Shoes and Footwear

Conservative walking shoes, dress shoes, oxfords, loafers, boots, flats, dress heels, and backless shoes are acceptable for work. Not wearing stockings or socks is inappropriate. Athletic shoes, tennis shoes, thongs, flip-flops, slippers, and any casual shoe with an open toe are not acceptable in the office.

Accessories and Jewelry

Tasteful, professional ties, scarves, belts, and jewelry are encouraged. Jewelry should be worn in good taste, with limited visible body piercing.

Makeup, Perfume, and Cologne

A professional appearance is encouraged and excessive makeup is unprofessional. Remember that some employees are allergic to the chemicals in perfumes and makeup, so wear these substances with restraint.

Hats and Head Covering

Hats are not appropriate in the office. Head Covers that are required for religious purposes or to honor cultural tradition are allowed.

Conclusion

If clothing fails to meet these standards, as determined by the employee’s supervisor and Human Resources staff, the employee will be asked not to wear the inappropriate item to work again. If the problem persists, the employee may be sent home to change clothes and will receive a verbal warning for the first offense. All other policies about personal time use will apply. Progressive disciplinary action will be applied if dress code violations continue.
Disclaimer:
This sample policy is provided for guidance only. The provided information, while authoritative, is not guaranteed for accuracy and legality. Please seek legal assistance, or assistance from State, Federal, or International governmental resources, to make certain your legal interpretation and decisions are correct.
http://humanresources.about.com/od/workrelationships/a/dress_formal.htm

Casual Dress Code

 

 

Your Company's objective in establishing a relaxed, casual, and informal work dress code is to enable our employees to work comfortably in the workplace. Yet, certain standards are established so employees are not confused about the meaning of the terms: relaxed, casual, and informal dress. Because no customers or clients are served in person at our company location, our chief concern is the comfort of our employees.

Casual Dress Code Guidelines

Because all casual clothing is not suitable for the office, these guidelines will help you determine what is appropriate to wear to work. Clothing that works well for the beach, yard work, dance clubs, exercise sessions, and sports contests may not be appropriate for a professional, casual appearance at work.

Clothing that reveals too much cleavage, your back, your chest, your stomach or your underwear is not appropriate for a place of business. In our work environment, clothing should be pressed and never wrinkled. Torn, dirty, or frayed clothing is unacceptable.

Casual Business Attire Recommendations

In a casual work setting, employees should wear clothing that is comfortable and practical for work, but not distracting or offensive to others. Any clothing that has words, terms, or pictures that may be offensive to other employees is unacceptable. Clothing that has the company logo is encouraged. Sports team, university, and fashion brand names on clothing are generally acceptable.

Makeup, Perfume, and Cologne

Remember that some employees are allergic to the chemicals in perfumes and makeup, so wear these substances with restraint.

Dress Code for Travel, Client Interaction, and Trade Shows

While the office setting can be casual because customers don't visit, traveling to see customers, exhibiting at or attending trade shows, and representing the company in the business community, requires different decisions about attire. Business casual dress is the minimum standard that must be observed when you are representing the company or interacting with customers or potential customers.
Before visiting a customer or potential customer ascertain the accepted dress code and match it in your attire. This is especially important when you are traveling globally representing the company as customs and dress may differ from those observed in the United States.
Additionally, some community events, when you are representing the company, might require formal dress. These might include Chamber of Commerce and other civic or business development meetings, luncheons, and dinners. Take your cue from other employees who have attended and be observant at the event. Certainly, if you are a speaker at a business event, consider wearing formal dress.
Finally, on the occasions when a customer or a business partner does visit the office, the employee groups with whom the visitor is interacting, should adhere to business casual standards.

Conclusion

No dress code can cover all contingencies so employees must exert a certain amount of judgment in their choice of clothing to wear to work. If you experience uncertainty about acceptable casual attire for work, please ask your supervisor or your Human Resources staff.
If clothing fails to meet these standards, as determined by the employee’s supervisor and Human Resources staff, the employee will be asked not to wear the inappropriate item to work again. If the problem persists, the employee may be sent home to change clothes and will receive a verbal warning for the first offense. All other policies about personal time use will apply. Progressive disciplinary action will be applied if dress code violations continue.
Disclaimer:
This sample policy is provided for guidance only. The provided information, while authoritative, is not guaranteed for accuracy and legality. Please seek legal assistance, or assistance from State, Federal, or International governmental resources, to make certain your legal interpretation and decisions are correct.
http://humanresources.about.com/od/workrelationships/a/dress_casual.htm?nl=1

Candidate Telephone Screening

The telephone interview or candidate screen allows the employer to determine if the candidate's qualifications, experience, workplace preferences and salary needs are congruent with the position and organization. The telephone interview saves managerial time and eliminates unlikely candidates. While I recommend developing a customized interview for each position, this generic interview will guide you.
You want to ask enough questions to determine if the person is a viable candidate. Remember, you have already screened many resumes and applications to come up with your short list of telephone screening candidates. These should be your best prospects at this point in your recruiting process.

Candidate’s Name: ____________________________________________
Today’s Date: ______________ Resume Attached: YES ___ NO ___
Position Title/Location: ________________________________________

Initial Phone Interview for the Specific Position

Develop a question that will assess the experience of the candidate in the position you are recruiting. (Example: How many years of inventory management experience do you have?)
Response:



Develop a question that will assess the experience of the candidate specific to your needs. (Example: Tell me about your experience with an inventory of over half a million parts.)
Response:




Develop a question that will assess the experience of the candidate specific to your needs. (Example: Tell me about your experience with computerized inventory control systems.)
Response:





Describe your educational background and experience.
Response:





Not to limit you or commit you to a certain dollar figure, but what’s the minimum salary you’d consider right now to accept another position?
Response:


Are you willing to agree to have a drug test, a criminal background check, references checks, educational background checks and others as appropriate for this position? YES __________ NO ___________
If the candidate's responses to these questions satisfy the screener, proceed with the interview. If not, tell the candidate that you have other candidates who appear to have credentials and experience that more closely match the expectations of the position. End the interview.

Determine the Candidate's Degree of Success

How did your most recent position support the accomplishment of the mission of your organization?
Response


In your previous position, what do you consider your greatest accomplishment(s)?
Response:


What were your most significant failures?
Response:


How would your supervisor and coworkers describe your work?
Response:



What is your reason for leaving your current position?
Response:



If currently employed, what would need to change at your current position for you to continue to work there?
Response:

Determine Candidate's Work Environment and Cultural Needs

Describe your preferred work environment.
Response:



Describe the management style you exhibit and prefer.
Response:



What must exist in your work place for you to be motivated and happy?
Response:

By Susan M. Heathfield

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Time Management Tips For Professionals

There is no easy route in perfecting time management. Although the idea of managing time may sound easy, many people are still finding it difficult to follow.

If you are one of those people who find it hard to follow time management, then here are some tips that you can follow.

1. See the BIGGER Picture

Time is a constant and abundant resource that people can't purchase or sell. It is a resource that can be shared with or can be shared from someone else.

And one effective way of managing it is by visualizing a bigger and clearer picture of your goal. Prioritize more the activities that would put you closer to your objective, and prioritize less those that won't. Carefully assess the tasks that need prioritization in order to accomplish activities that are closely related to your goal.

Many successful people today practice different time management forms and techniques, but if there's one thing these business minded people share in common. It's the vision of how they want to spend their business time.

2. AUDITING Time Management (For Professionals)

Ideally speaking, everything that a person should list and follow should be actively valuable towards their desired goal.

To make your auditing faster, the following are sub-breakdowns that many professionals spend their time on. Personal goals may differ, but the general idea of breaking goals down remains the same.
• People and Managing. Managing people can be sub-categorized in to three different areas namely;
1. Managing time across
2. Managing time up
3. Managing time down
If you're currently working as a leader or as a manager in a company, understand that the best way to spend most of your time is by directly supervising your team or co-workers below you.
This is also an effective strategy of teaching your employees while working your personal professional goal at the same time. Cultivating time-leverage upward not only benefits the team and the company, but it can also benefit you by moving closer to your goal.
3. CHARTS for Time Management
Presently, there are lots of these tips that are scattered all over the internet. The approach may vary sometimes, but believe that the basic idea is still there.
One common tip most time management tips share is in building a chart. Building charts are effective in reminding important plans ahead. Creating charts are also helpful in simplifying time management audits, as well as in pitching the whole picture of your goal.
Building a Chart:
a. Start building your chart by writing down the days and weeks in a month. Across its columns on top, write down your major tasks and goals that needs prioritization.
b. After you complete this activity, record the amount of time you spent under each category. This way you can easily monitor your progress and accomplishments in one day.
c. Try to stick to the plan as much as possible.
d. Avoid over doing it by stuffing to much work in one day.

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