Alex Kotsos

The Trust - Behaviour Gap: Why Good Intentions Aren't Enough

Tue, 07 Apr 2026 12:00:44 GMT

Why Good Intentions Aren’t Enough

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What Trust At Work Actually Looks Like

Mon, 23 Mar 2026 13:04:35 GMT

Reliability, follow-through, emotional safety

Trust at work is often described as something relational, about liking each other, getting on, or having a “nice” culture.

In reality, trust has very little to do with whether people like one another.

Trust is built, and eroded, through predictability, follow-through and emotional safety.
It shows up in how leaders behave when things are uncertain, uncomfortable or under pressure.

And when trust is weak, the consequences are rarely dramatic. They’re quiet.

Gallup’s global research shows that only around one in five employees are engaged at work, with disengagement rarely showing up as open resistance. Instead, it appears as reduced effort, silence, and people doing “just enough” .

That’s not apathy. It’s self-protection.

Trust isn’t about closeness, it’s about reliability

Harvard Business Review research makes an important point: trust is a decision people make when they feel vulnerable.

Employees are constantly, often unconsciously, assessing risk.

They ask themselves:

Do I know what to expect from this person?
Do they follow through?
Do I understand how decisions are made?
What happens if I speak up or make a mistake?

When the answers are unclear, people don’t usually raise concerns.
They adapt, they share less, they challenge less, they reduce exposure.

This aligns closely with Great Place to Work’s findings that trust is built on credibility, respect and fairness, all of which are experienced behaviourally, not aspirationally.

Trust doesn’t collapse because leaders don’t care. It collapses because behaviour becomes unpredictable.

A story that still matters: Johnson & Johnson and Tylenol

To understand what trust actually looks like in practice, it helps to look at moments where the stakes were high and behaviour mattered more than messaging.

In 1982, several people in the United States died after taking Extra-Strength Tylenol capsules that had been laced with cyanide. The tampering occurred outside Johnson & Johnson’s manufacturing process, but the reputational and ethical implications for the company were immediate.

At the time:

Tylenol accounted for over 35% of the company’s profits
There was no legal obligation to recall the product
The full facts were unclear and evolving

The situation was chaotic, frightening and uncertain.

Johnson & Johnson’s response was decisive:

They recalled all Tylenol products nationwide
Publicly warned consumers not to use the product
Communicated openly and frequently, even when answers were incomplete
Absorbed enormous short-term financial loss to prioritise safety

This wasn’t a branding exercise, it was behaviour.

The company acted in a way that was predictable, values-consistent and transparent under pressure.

The result?
Within a year, Tylenol had recovered its market position.

Not because people felt reassured, but because they trusted what the company did when it mattered.

Why this still matters in today’s workplaces

Most leaders will never face a crisis like that.

But organisations face smaller versions of uncertainty every day:

restructures and reorganisations
performance issues
leadership transitions
strategic pivots
difficult conversations that get delayed

In these moments, people watch for the same signals:

Are decisions explained or simply announced?
Are commitments followed through?
Are difficult issues named or avoided?
Is honesty met with curiosity or defensiveness?

Gallup’s data shows that manager behaviour accounts for up to 70% of variance in team engagement. In other words, trust lives or dies not in corporate statements, but in daily leadership interactions.

Follow-through is one of the strongest trust signals

Few things undermine trust faster than broken commitments.

Often, these aren’t dramatic promises. They’re small moments:

“We’ll come back to this”
“We’ll look into it”
“We’ll take that on board”

When nothing happens, people learn a lesson: Speaking up isn’t worth the effort.

Gallup’s engagement research shows that when employees don’t believe leaders will act on input, discretionary effort disappears. People still do their jobs, but innovation, ownership and initiative fade.

Follow-through signals:

credibility
respect
alignment between words and actions

Its absence teaches caution.

Emotional safety is about consequences, not comfort

Psychological safety is often misunderstood as creating a comfortable or conflict-free environment.

In reality, it’s about consequences.

Harvard Business Review’s neuroscience-based research shows that when people perceive interpersonal risk, stress responses increase and cognitive capacity narrows. People prioritise safety over contribution.

Employees are constantly asking:

What happens if I challenge this?
What happens if I make a mistake?
What happens if I say what I really think?

If the perceived cost is high, even subtly, people stay quiet.

Emotional safety is built when leaders:

respond consistently to challenge
separate ideas from identity
avoid punishing honesty, even indirectly

This doesn’t remove accountability, it enables it.

What trust actually looks like in practice

Great Place to Work research shows that in high-trust organisations:

people are more likely to speak up
collaboration improves
performance is more sustainable
retention is higher

In low-trust environments:

issues surface late
silence is mistaken for agreement
disengagement grows quietly
leaders are surprised by resistance

Trust isn’t a “soft” issue, it’s leadership infrastructure.

A final reflection for leaders

If you’re thinking about trust in your own organisation, a more useful question than “Do people trust us?” is: “What are people learning from how we behave when things are uncertain or uncomfortable?”

Trust isn’t built in values statements, it’s built in meetings, decisions, follow-through, and how leaders behave when it would be easier not to.

How to support fertility treatment and miscarriage at work

Tue, 08 Apr 2025 09:35:00 GMT

Why Irish employers need clear policies for fertility and miscarriage

In every workplace, whether it’s a small creative team or a growing tech company, personal struggles walk through the doors with us.

Often invisible, often hidden, and too often unsupported.

Let’s focus on fertility treatment and miscarriage, and why Irish employers need clear, human-first policies around them.

The Reality Behind the Silence

The numbers speak for themselves:

It is estimated that around 1 in 6 heterosexual couples in Ireland face fertility challenges and may need IVF (include gay couples and women going it alone and the numbers rise)
An estimated 1 in 4 pregnancies ends in miscarriage, most within the first 12 weeks

Now imagine a small organisation of just 30 employees . Statistically, at least 5 people will be directly affected by one or more of these situations, often silently.

The Workplace Impact

Without a clear and supportive policy, individuals facing these challenges often:

Feel they have to hide what they’re going through
Avoid asking for time off out of guilt or shame
End up needing a doctor’s certificate for something that may just need space and sensitivity
Take more time off overall , especially if they’re not supported early

The Power of Policy

A clear, compassionate policy sends a powerful message: “We see you. We support you. You don’t have to go through this alone.”

It helps managers know how to respond. It takes the guesswork and discomfort out of the equation. And it builds trust — the kind of trust that drives loyalty, retention, and wellbeing.

To Make It Easy: A Free Draft Policy for Employers in Ireland

To help, I’ve created a free draft policy covering time off and support for:

Fertility treatment
Miscarriage

It’s designed for organisations in Ireland and can be amended to fit your culture and context. It includes language that’s supportive but practical, and aligned with legal considerations.

Let’s Lead with Humanity

People-first policies aren’t a “nice to have.” They’re foundational to a modern, inclusive workplace.

By addressing life’s hardest moments with empathy and structure, we build teams that are not just productive, but also resilient and loyal.

If you’d like the policy, just email me at alex@alexkotsos.com or drop me a message on LinkedIn.

Let’s make workplaces better, together.

Wellbeing isn't a fruit bowl: it's the fundamentals, done well

Mon, 07 Apr 2025 08:57:00 GMT

Too many organisations are missing the point when it comes to wellbeing

They invest in yoga classes and smoothie bars. They roll out branded water bottles and subsidised meditation apps. They proudly launch their new “Wellbeing Wednesdays” or point to the EAP as evidence that they care.

And while none of those things are inherently bad, they’re also not what real workplace wellbeing looks like.

Real wellbeing is foundational. It’s not a perk, it’s a byproduct of doing the basics well.

If your organisation allows poor performance management to drag down morale
If the gender pay gap remains unexplained and unaddressed
If staff are quietly overworked, isolated, and afraid to speak up
If toxic behaviour is tolerated in the name of delivery or legacy
If people can’t take their annual leave without checking emails or covering for three vacant roles…

…then all the free fruit in the world won’t fix that.

True wellbeing is experienced:

When people feel safe, supported, and stretched, not just surviving
When work is challenging, not overwhelming
When people can speak up, be heard, and be treated fairly
When managers know how to lead, not just supervise
When policies aren't just written, but lived.

Yes, an EAP is useful. A lunchtime stretch class might help someone decompress.

But they can’t substitute for trust, equity, and respect.

If you want real wellbeing?

Start by asking: What’s it like to work here, really?

And what are we doing to make it better, not just nicer?

Because in the end, wellbeing isn’t something you give people. It’s something you create, together.

Words Matter: A lesson from feedback given 20 years ago

Mon, 03 Mar 2025 12:46:00 GMT

How not to give critical feedback

Manager: [serious tone] Alex, I need to talk to you

Me: Er...ok?

Manager: It's about your face

Me:[long pause] What about my face?

Manager: Well, you have this face that you pull at team meetings

Me: What do you mean?

Manager: You kinda do this [does impression of my face]

Me: Oh! You mean the face where I look bored and disinterested?

Manager: Yes! That's the one!

Me: That's because I am....

The scenario above is real. Well, as real as I remember.

The manager went on to try and explain that as I was a senior member of the team, if I didn't engage then neither would the other people in the team as they looked to me to take the lead.

It was a terrible way to give feedback and I share it often when I'm delivering training as an example of what not to do.

Usually I then go on to share how the same message can be delivered in a more constructive and impactful way.

But this post isn't about how to give feedback . It's about a lesson I learned just a couple of weeks ago from the same anecdote.

I realised, as I was telling the story, that the feedback was given to me 20 years ago .

20 years! That's an incredibly long time to keep remembering and revisiting the same conversation. But that was my realisation. The learning wasn’t about poor feedback, it was about the power of words. About how a badly handled comment from a manager can create a lasting and negative impact for years .

We’ve all had moments where someone’s words, whether well-intended or not, have left a lasting impact. So as people managers, the words we choose, the way we deliver them, and the context in which we say them all matter more than we realise.

Why Words Matter

When a manager speaks, their words don’t just disappear into the air, they stay with people. They shape confidence, motivation, and trust. A flippant remark can chip away at self-belief, while a thoughtful, constructive comment can inspire growth.

Managers have a responsibility to be intentional with their words, particularly in difficult conversations. Whether it’s feedback, a performance discussion, or a tough decision, taking the time to plan what you say—and how you say it—can make the difference between deflation and development.

Preparing for Difficult Conversations

Difficult conversations are inevitable in leadership.

Here are three ways to ensure your words build rather than break:

Pause and Prepare – Don’t rush into conversations without thinking about the impact of your words. What do you want the person to walk away with? How do you want them to feel?
Choose Your Words Carefully – Avoid vague, harsh, or overly critical language. Instead of “You need to be better at this,” try “I’ve noticed this challenge, how can I support you in improving?”
Balance Honesty with Empathy – Directness is important, but it should always be paired with empathy. People need to hear the truth, but they also need to feel supported

Your role as a manager

Think about a piece of feedback you received in your career that has stayed with you. Was it helpful? Did it shape your confidence positively or negatively?

Now consider your own role as a manager. The next time you have to give feedback, approach it with care. Your words will stay with your team far longer than you think, make sure they are words worth remembering for the right reasons.

(And for those of you interested in what happened 20 years ago......I immediately lost all trust and respect for the manager, started applying for new jobs elsewhere and left the organisation soon after.)

If you want to learn how to give feedback effectively and support the people managers in your organisation with handling difficult conversations well, please get in touch.

Why ‘Treat Others How You Want to Be Treated’ Is Bad Advice for Managers

Tue, 18 Feb 2025 10:31:00 GMT

A golden rule of advice that doesn’t work for managers and leadership

We’ve all been taught the Golden Rule: treat others how you want to be treated. It’s a nice principle, based on fairness, kindness, and respect. But in the workplace, especially when you’re leading a team, it doesn’t go far enough.

Because here’s the truth: your team members aren’t you. They don’t have your preferences, communication style, or career goals. They want to be treated in ways that make sense for them, not you.

And that’s where good managers set themselves apart and ignore that advice.

The Problem With a One-Size-Fits-All Approach

Let’s take two employees on your team:

Your new hire is eager to prove themselves but feels unsure about how things work. They need structured guidance, regular check-ins, and clear expectations
Your experienced team member has been working with you for three years. They value autonomy and don’t want to be micromanaged. They’d rather you trust them to get on with the work and step in only when needed

If you treat both of these people the same, based on your preferred management style, you risk disengaging one or both of them. The new hire may feel unsupported, while the experienced team member may feel suffocated.

Great Managers Adapt

The best leaders take the time to understand what each team member needs to thrive. That means asking questions like:

How do you prefer to receive feedback, immediate and direct, or reflective and structured?
Do you like regular check-ins, or do you prefer more independence?
What motivates you most, recognition, opportunities for growth, or something else?

By adjusting your management approach to the individual, you create a team culture where people feel seen, valued, and supported in a way that actually works for them.

How to Start Leading This Way

If you’re new to adapting your leadership style, here are three steps to get started:

Ask questions. Have open conversations with your team members about their preferences
Observe behaviours. Notice how each person responds to feedback, deadlines, and challenges
Be flexible. Leadership isn’t about one perfect approach—it’s about continuously adapting to bring out the best in your team

So next time you hear “treat others how you want to be treated,” remember: in leadership, it’s better to treat people how they want to be treated.

Want to learn more about how to build a people-first leadership approach? Let’s talk.

Too much of a good thing?

Wed, 01 May 2024 13:51:00 GMT

When strengths have a negative impact

"Alex, you're so pushy!"

"Alex, you're being really bossy!"

"Alex, enough already. We all know that you don't want to eat at that restaurant. Will you please stop going on about it!"

All the comments above are real. They have all been said to me at least once in my lifetime, and some of them more than once. This isn't a post about how to give feedback so I'm not to going to talk about how these comments made me feel....I'll leave that for another day.

This is actually a post about what happens when your strengths are overdone or over played or used inappropriately for the situation.

What are strengths?

First, I need to take a moment to clarify what I mean by strengths. I use the term based on the positive psychology definition of strengths, which are the things that energise us. In normal language people often talk about strengths as something they are good at. In my world a strength is something that energises you, drives you, motivates you, brings an element of enjoyment to your life, it is something that you can get happily lost in, where time flies as you are so engrossed in it. You don't have to be good at something to love it (if you've ever heard me sing you'll know this to be true!).

Examples of strengths

To really explain my point I'm going to share with you some of my own strengths. One of my strengths is leading. I love taking charge of things. I like being the boss, I enjoy helping and showing others the way to do things. Another strength of mine is enthusiasm. I get really passionate about certain subjects and will happily talk for hours if you'll sit and listen. Another strength of mine is flexibility. I love change, I don't shy away from it. I like having a variety of tasks to do. If I had to pick one job and stick to it, I'd really struggle.

Strengths at their best

When I'm using my strengths I get into the 'zone'. Psychologists call this a 'flow' state when you are challenged in a positive way that is productive and engaging. Give me a situation that calls for leadership and I'll happily step in. Whether that's my kid's school's cookie baking activity or a social group that are trying to meet up, I'll take charge and I'll enjoy doing it!

And in an ideal world, we'd all have jobs and careers and activities that allows us to use our strengths and bring the best of ourselves to our workplaces and communities.

Overplayed strengths

The challenge with strengths is that they are uniquely part of you. So when things are good and strengths are being used optimally then you feel like you're winning at life.

But when you're under pressure your strengths can go from making you great, to making you a great big pain to others. Because they are part of your personality, your make-up, they are the things that are most difficult to hide or mask.

Every strength, when it's overplayed can become a weakness or something that causes a negative reaction.

What do I mean by that? Consider a strength of self-confidence. When that's overdone it comes across as arrogance. A normally self-confident individual, put under the pressure of a job interview might start to come across as arrogant and lose out on the job opportunity.

Consider a strength of optimism. When that's overdone it can lead to someone being unrealistic. (I have a strength of optimism and believe me when I say that I have a strong tendency to create unrealistic budgets!).

In fact, if you think of any negative judgemental word to describe a person, the chances are that at the heart of it lies a strength overdone:

Persuasive = pushy

Critical thinking = naysayer

Creativity = creating unworkable and impractical ideas

Leading = bossy

Common sense = refusal to consider creative solutions

Efficiency = rigidly sticking to processes that don't work

Results focused = getting an outcome at any cost

I could go on, but I won't, you get the point.

Negative impact of strengths overdone

If you're wondering if your own strengths have ever been overplayed it's worth thinking back to a time in your work or career when you received some feedback that you felt was unfair, or feedback that you didn't understand. The kind of feedback that makes you want to justify your actions. Those situations are likely to have been caused by your strengths being overplayed.

All of us can overdo our strengths when we're under pressure. And this is the thing that will hurt or damage our reputations and careers more than any lack of technical skill or experience. Nobody wants to work with the highly capable but toxic colleague. And strengths overdone can really be toxic.

Think of someone you have worked with, now or in the past, that just seemed to irritate you intensely. If you analyse the situation can you see, perhaps, where that person may have been overdoing their strengths?

When I'm working with individuals and teams I spend a lot of time talking about strengths overplayed. In my opinion it is the one of the things most people can learn to understand, and manage, that will a significantly positive impact on their work and careers and relationships with others.

Conclusion

To sum up, yes, you can have too much of a good thing. A strength overdone can lead to unintended negative consequences and impacts.

We all experience times when we are under pressure. By really understanding ourselves and our strengths we can start to manage our strengths appropriately to each situation.

If you're looking for help to identify and manage your own or your team's strengths, get in touch via alex@alexkotsos.com

5 Compelling Reasons Why Investing in Your Team Pays Off

Mon, 26 Feb 2024 12:14:00 GMT

Investing in your team is not just a cost; it's an investment that yields significant returns for your organisation.

Here are five compelling reasons why:

1. Enhanced Employee Performance

Investing in your team's development enhances their skills, knowledge, and capabilities, leading to improved performance. Through training, workshops, and coaching, employees develop the expertise needed to excel in their roles, resulting in higher productivity, efficiency, and quality of work.

2. Increased Employee Engagement and Retention

When employees feel valued and supported, they are more engaged and committed to their work. Investing in your team's well-being through initiatives such as professional development opportunities, mentorship programs, and work-life balance initiatives fosters a positive work environment where employees feel motivated and satisfied. This, in turn, reduces turnover rates and increases employee retention, saving your organisation time and resources associated with recruiting and training new staff.

3. Fosters Innovation and Creativity

Investing in your team encourages innovation and creativity. By providing opportunities for brainstorming, collaboration, and experimentation, you empower your team members to think outside the box and develop innovative solutions to challenges. This culture of innovation not only leads to improved processes and products but also enhances your organisation's competitive advantage in the market.

4. Strengthens Team Dynamics

Teamwork is essential for achieving organisational goals. Investing in team-building activities, communication training, and conflict resolution skills strengthens team dynamics, fostering trust, collaboration, and mutual support among team members. Stronger team dynamics result in more effective collaboration, better decision-making, and ultimately, higher performance.

5. Drives organisational Success

Ultimately, investing in your team drives organisational success. A skilled, engaged, and cohesive team is better equipped to meet strategic objectives, adapt to change, and overcome challenges. By investing in your team's development, you lay the foundation for long-term growth, sustainability, and competitiveness in your industry.

Investing in your team is a strategic decision that pays off in multiple ways. From enhanced employee performance and engagement to fostering innovation and driving organisational success, the benefits of investing in your team are clear. By prioritising your team's development, you not only invest in the present but also lay the groundwork for a successful future for your organisation.

N.B Photo by Emma Dau on Unsplash

9 tips to successfully scale a team

Thu, 18 Jan 2024 10:17:00 GMT

Some years ago I was hired to work for a fast-growing company. I was employee #140 in Ireland. When I left 11 months later the employee numbers were up to the 400s and the company had doubled their customer numbers and their share-price valuation.

I look back at my time there with mixed feelings. Did I meet some amazing people? Was it fast-paced and exciting? Did I learn anything? I can safely answer yes to all of the above.

Unfortunately the great experiences were mixed with negative ones; processes not being followed, constant administrative errors, subjective decision making, high turnover of new hires, and ineffective leadership in some functions. All these things impacted negatively on the people within the business, fostered pockets of unhappy and disengaged staff, and could have been avoided.

Many start-ups love the concepts of ‘fast-paced’ or ‘fail fast’ and taking risks. Fast-paced does not have to equal poor quality, failing fast does not imply that you don’t rectify and learn from mistakes, and taking risks does not mean that you don’t consider data.

To successfully scale, careful planning and execution are needed to ensure that the business continues to thrive.

Here are my nine tips for successfully scaling a team.

1. Establish Clear Processes and Guidelines

One of the key challenges in a rapidly expanding team is maintaining consistency. Clearly defined processes and guidelines help streamline operations and reduce the likelihood of errors. Emphasise the importance of documenting procedures, providing training, and regularly updating guidelines to adapt to the evolving needs of the growing organisation.

2. Invest in Robust Onboarding Programs

A high turnover rate for new hires can be detrimental to team cohesion and productivity. Develop comprehensive onboarding programs that not only introduce employees to their roles but also immerse them in the company culture. An effective onboarding process fosters a sense of belonging and accelerates the integration of new team members.

3. Foster a Data-Driven Culture

While embracing risk is essential, decisions should be informed by data. Encourage a culture that values data-driven insights. This involves implementing analytics tools, collecting relevant metrics, and ensuring that decision-making processes are based on a combination of experience and empirical evidence.

4. Prioritise Effective Leadership

Ineffective leadership can quickly erode the positive aspects of a growing team. Invest in leadership training and development programs to ensure that leaders possess the skills necessary to guide their teams successfully. Effective communication, mentorship, and the ability to adapt to change are crucial leadership qualities in a scaling environment.

Effective leaders will use their emotional intelligence to create safe spaces for staff to share their thoughts. This is a great way to get new ideas or hear about issues before they develop into much bigger problems.

5. Nurture a Positive Work Environment

A positive work environment is vital for team morale and productivity. Implement initiatives that prioritise employee well-being, such as flexible work arrangements, fair and equitable compensation and open communication channels. A happy and engaged workforce is more likely to weather the challenges of rapid growth.

6. Regularly Review and Adjust Strategies

Scaling requires adaptability. Regularly review your strategies, identify what's working and what needs improvement, and be willing to adjust course. Create a feedback loop that involves employees at all levels, ensuring that insights from the frontlines contribute to the refinement of organisational strategies.

7. Leverage Technology Wisely

In the age of digital transformation, leveraging technology is essential for efficient scaling. Invest in scalable and flexible systems that can accommodate growth. Automate repetitive tasks, embrace collaboration tools, and stay abreast of technological advancements that can enhance team efficiency.

8. Encourage Cross-Functional Collaboration

Break down silos within your organisation by fostering cross-functional collaboration. Encourage teams to work together, share knowledge, and contribute to a collective vision. This approach not only enhances creativity but also ensures that different parts of the organisation are aligned with overarching goals.

9. Keep Employee Feedback at the Forefront

Employees are valuable sources of insights, and their feedback is essential for continuous improvement. Implement mechanisms for gathering regular feedback, such as surveys or open forums. Act on the feedback received, demonstrating a commitment to addressing concerns and fostering a culture of transparency.

Successful team scaling goes beyond sheer numbers; it requires a thoughtful and strategic approach that prioritises people, processes, and adaptability. By incorporating these nine tips into your scaling strategy, you can navigate the challenges of growth while maintaining a positive and productive organisational culture.

Don't be afraid to seek out the help of an HR consultant to ensure that you are making the right decisions and positioning your company for long-term success.

N.B. Photo courtesy of Markus Spiske on Unsplash

11 top tips for training new people managers

Mon, 15 Jan 2024 14:21:00 GMT

(I’ve just got my first role as a people manager! Help me!!!)

Training new people managers can be a challenging task, but it is essential to ensure that your team is led by effective and compassionate leaders.

I have worked for too many companies who have implemented formal management training that came with a significant financial and time investment and still find that their people managers are unable to manage people.

Managing people can be a very challenging job. Especially if people managers forget that their staff are human beings!

In this article, I’ll share my 11 top tips for training new people managers, and explain why it's essential to treat employees like humans and create psychological safety within the team.

Tip 1: Start with the Basics

Before diving into more complex topics, make sure your new people managers have a solid understanding of the basics of people management. This includes understanding the legal obligations of an employer, communication skills, and basic conflict resolution.

Tip 2: Emphasize the Importance of Empathy

Empathy is essential for effective people management. Ensure that your new people managers understand the importance of putting themselves in their employees' shoes and showing understanding and compassion.

Tip 3: Create Psychological Safety

Creating psychological safety is crucial for a team to thrive. Ensure that your new people managers understand how to create an environment where team members feel safe to express themselves, share ideas, and take risks without fear of ridicule or punishment.

Tip 4: Encourage Open Communication

Open communication is essential for building trust and creating a positive work environment. Encourage your new people managers to be open and transparent in their communication with their team.

Tip 5: Foster a Sense of Connectedness and Purpose

Help your new people managers understand the importance of fostering a sense of connectedness and purpose within the team. This includes encouraging team members to work collaboratively and creating opportunities for them to bond at work by understanding and celebrating difference.

You can read how connectedness impacts on performance here

Tip 6: Train on Performance Management

Performance management is a critical aspect of people management. Ensure that your new people managers understand how to set goals, give constructive feedback, and provide recognition and rewards.

Tip 7: Train on Conflict Resolution

Conflict is inevitable in any workplace. Ensure that your new people managers understand how to identify and address conflict within the team in a constructive and positive way.

Tip 8: Provide Training on Diversity and Inclusion

Diversity and inclusion are critical for creating a positive and inclusive work environment. Ensure that your new people managers understand the importance of diversity and inclusion and how to manage a diverse team effectively.

You can read more about DEI here

Tip 9: Encourage Continuous Learning

People management is an ongoing learning process. Encourage your new people managers to continue learning and growing in their role through training, mentorship, and coaching.

Tip 10: Emphasise the Importance of Work-Life boundaries

Work-life boundaries are essential for employee well-being and productivity. Ensure that your new people managers understand the importance of work-life boundaries and how to encourage them within their team.

Tip 11: Consider External Resources

Consider hiring an external HR consultant to support your people management training. They can provide valuable expertise, insights, and training materials to help your new people managers succeed.

Training new people managers is essential for building a strong and effective team.

By emphasising the importance of empathy, creating psychological safety, fostering a sense of connectedness and purpose, and providing training on key topics such as performance management, conflict resolution, and diversity and inclusion, you can set your new people managers up for success.

Additionally, considering hiring an external HR consultant who can provide valuable support and expertise to help your new people managers thrive.

Remember, treating employees like humans is the foundation of effective people management.

I've developed and implemented numerous people manager training programmes, and coached many people managers. Get in touch at alex@alexkotsos.com to discuss how I can help support your people manager needs.

N.B Photo courtesy of Stéphan Valentin on Unsplash

5 Must-Have Policies for Every New Business: A Guide for Start-ups and SMEs

Mon, 15 Jan 2024 14:14:00 GMT

HR just love a policy don’t they?!!! For years I have questioned whether policies are necessary for every business, surely we could all just use a bit of common sense?

But, as time has passed and I’ve seen more HR issues raised that could have been prevented by having a policy, I’ve concluded that clear and simple policies actually ensure that staff are treated equitably and fairly.

The more people a company hires, the more policies are needed. And this isn’t to create a bureaucratic nightmare, it is to level the playing field and ensure managers and staff know exactly what is expected of them, thus creating a fair work experience.

Start-ups and SMEs might feel daunted or horrified when they read of larger organisations implementing policies on things like menopause, surrogacy or pet bereavement. But actually you don’t need to be a large organisation to have those policies, you just have to be the kind of company that cares about its staff enough to want to let them know how they will be treated during different times and situations in their life.

But let’s start small….if you’re starting to hire staff or already have more than 1 employee you definitely need to create and implement the below 5 policies. (You can read my blog here about the 9 things to have in place before you get to 9 staff)

These five essential policies will avoid HR issues and ensure a positive workplace culture.

1.Anti-Discrimination Policy:

An anti-discrimination policy sets out the company's commitment to creating a diverse and inclusive workplace, free from discrimination and harassment. It outlines the company's expectations for employees and the consequences of violating the policy.

2.Code of Conduct:

A code of conduct sets out the company's values and expectations for employees. It outlines acceptable and unacceptable behaviour and sets the tone for the company's culture. culture.

3.An Attendance Policy:

An attendance (and punctuality if appropriate) policy sets out the company's expectations for attendance, including procedures for reporting absences.

4.Data Protection Policy:

A data protection policy sets out the company's commitment to protecting personal data and complying with data protection regulations. It outlines the procedures for handling personal data and the consequences of violating the policy.

5.Health and Safety Policy:

A health and safety policy sets out the company's commitment to providing a safe and healthy workplace for employees. It outlines the procedures for identifying and managing hazards and the consequences of violating the policy.

These 5 policies will help you stay compliant as your business grows. Get them in place first and then begin working on a broader set of policies to ensure fairness and equity and a positive working environment for your staff.

As a freelance HR consultant, I can help you implement these policies and provide ongoing support as your business grows. Contact me on alex@alexkotsos.com to discuss your HR needs.

N.B. 'Stay on the path' photo courtesy of Mark Duffel on Unsplash

5 Steps to Improving Diversity, Equity and Inclusion in your Workplace

Mon, 15 Jan 2024 14:14:00 GMT

Diversity, equity, and inclusion (DEI) are critical components of any healthy and successful workplace.

Creating a culture that values and respects differences, fosters inclusivity, and provides equal opportunities for all employees not only enhances employee engagement and satisfaction, but can also boost overall business performance.

In this article, I’ll share five steps you can take to improve DEI in your workplace.

Step 1: Assess Your Current State of DEI

Before you can begin making meaningful improvements to your workplace culture, it’s important to assess where you stand currently in terms of DEI.

This involves conducting a comprehensive audit of your current workplace practices and policies to identify areas of strength and areas in need of improvement.

Areas to consider:

Representation and inclusion of underrepresented groups in your workforce
Accessibility and accommodation for employees with disabilities
Fairness and consistency in hiring, promotion, and pay practices
Diversity and inclusion training and education for employees and managers
Policies and procedures that support a culture of respect and inclusivity

By taking a close look at these areas and others, you can gain a clearer understanding of where your workplace stands in terms of DEI, and identify specific areas for improvement.

Step 2: Define Your DEI Goals

Once you’ve assessed your workplace’s current state of DEI, the next step is to define your DEI goals.

These goals should be specific, measurable, and aligned with your overall business objectives.

Examples of DEI goals:

Increasing the representation of underrepresented groups in your workforce
Reducing bias in hiring and promotion practices
Providing diversity and inclusion training for all employees
Creating a more inclusive and welcoming workplace culture
Encouraging more employee participation in diversity-related initiatives

By setting clear goals that are aligned with your business objectives, you can more effectively track your progress and make targeted improvements over time.

Step 3: Develop a DEI Strategy

With your goals in place, the next step is to develop a comprehensive DEI strategy.

This should be a multi-faceted approach that includes a range of initiatives, such as unconscious bias training, employee resource groups, mentoring programs, and more.

Your DEI strategy should be tailored to the specific needs and goals of your workplace, and needs to include:

A clear statement of your organisation’s commitment to DEI
Specific goals and objectives for your DEI initiatives
A plan for implementing your DEI initiatives, including timelines, resources, and responsibilities
Clear communication and transparency with employees about your DEI efforts

Step 4: Implement Your DEI Strategy

With your DEI strategy in place, the next step is to put your plan into action. This involves communicating your strategy to employees, providing training and education, and putting specific initiatives into practice. It’s important to measure your progress along the way, and make adjustments as needed.

Key steps to take when implementing your DEI strategy might include:

Communicating your DEI strategy and goals to all employees
Providing training and education on diversity, equity, and inclusion for all employees
Creating employee resource groups or other initiatives that support underrepresented groups
Incorporating DEI considerations into hiring and promotion practices
Regularly assessing progress and making adjustments as needed

Step 5: Evaluate and Refine Your DEI Strategy

Finally, it’s important to regularly evaluate and refine your DEI strategy to ensure that it remains effective and relevant. This involves gathering feedback from employees, tracking progress, and making adjustments as needed.

Steps to take when evaluating and refining your DEI strategy could include:

Conducting regular employee surveys or focus groups to gather feedback on the effectiveness of your DEI initiatives
Analysing key performance indicators (KPIs) related to diversity, equity, and inclusion, such as representation metrics and employee satisfaction scores
Seeking input from employee resource groups and other stakeholders to understand their experiences and perspectives
Making adjustments to your DEI strategy based on feedback and data analysis
Ensuring that your organisation remains adaptable and responsive to evolving diversity and inclusion challenges
Celebrating successes and milestones achieved through your DEI efforts

By consistently evaluating and refining your DEI strategy, you can adapt to changing circumstances and address emerging challenges. This iterative approach allows your organisation to stay proactive and committed to fostering a diverse, equitable, and inclusive workplace.

Improving diversity, equity, and inclusion in the workplace is an ongoing process that requires commitment, self-reflection, and continuous effort.

By assessing your current state, setting clear goals, developing a comprehensive strategy, implementing initiatives, and regularly evaluating and refining your approach, you can create a workplace culture that values and celebrates diversity, ultimately benefiting both your employees and the overall success of your organisation. Embracing diversity and fostering inclusion is not just a responsibility; it's an opportunity to harness the collective strength and talents of a diverse workforce for greater innovation and success.

If you'd like support with your DEI needs contact me on alex@alexkotsos.com

N.B. Photo courtesy of Brittani Burns on Unsplash

7 Characteristics of High-Performing Teams

Mon, 15 Jan 2024 14:12:00 GMT

As a start-up or SME, building a high-performing team is essential to achieving success. But what does it take to create a team that not only performs well, but excels? Here are 7 characteristics of high-performing teams to keep in mind as you build your own team.

1.Connectedness

A high-performing team is a connected team. Members feel comfortable communicating with each other, sharing ideas, and collaborating to achieve a common goal. To foster connectedness, create opportunities for team members to get to know each other better and on a deeper level. Using a positive psychology tool like Strengthscope ® can really enable a team to connect in a more meaningful way.

2.Belonging

Belonging is the feeling that you are an integral part of a team, and that your contributions are valued. When team members feel a sense of belonging, they are more engaged and motivated to work towards the team's goals. To foster a sense of belonging, ensure that all team members feel heard and included in decision-making processes.

3.Sense of purpose

High-performing teams have a clear understanding of their purpose and how their work contributes to the overall success of the company. To create a strong sense of purpose, communicate the company's vision and goals clearly and consistently, and ensure that team members understand how their work fits into the bigger picture.

4.Positive psychology

Positive psychology emphasises the importance of focusing on what is going well, rather than what is going wrong. High-performing teams have a positive outlook, celebrate successes, and learn from failures. Encourage a positive mindset by recognising and celebrating successes, and by fostering a culture of learning and growth.

5.Diversity

Diversity of thought, experience, and perspective can help teams to see problems from different angles and come up with more creative solutions. To create a diverse team, ensure that your recruitment process is inclusive and that you are actively seeking out candidates from different backgrounds.

6.Effective communication

Effective communication is essential for a high-performing team. Members need to be able to share ideas, provide feedback, and collaborate effectively. Encourage open communication by creating a safe space for team members to share their thoughts and ideas, and by ensuring that everyone has the opportunity to contribute.

7.Facilitation

Facilitation can help to create a more efficient and effective team. An external facilitator can help to guide team members through difficult conversations, ensure that everyone is heard, and provide valuable insights and feedback. Consider bringing in an HR consultant or facilitator to help your team to work more effectively together.

Building a high-performing team takes time, effort, and commitment. By focusing on these 7 characteristics, you can create a team that is not only productive and efficient, but also connected, motivated, and engaged. And remember, if you need help getting started, an HR consultant or facilitator can provide valuable expertise and support.

Contact me on alex@alexkotsos.com for support with developing your high performing team.

N.B. Photo courtesy of Shane Rounce on Unsplash

5 signs that your business may need to hire an HR consultant

Mon, 15 Jan 2024 14:11:00 GMT

Whether you have an existing HR person, department, or function, you may still be experiencing challenges related to the HR needs of your organisation.

This short read will highlight five signs that your business may need to hire an HR consultant.

1.Lack of HR Expertise

If you don't have an HR professional on your team, or if your HR team lacks the necessary expertise, hiring an HR consultant can help. An HR consultant can provide expert advice on HR policies and procedures, compliance with regulations, and best practices for managing employees. (Read my blog here on what to do when HR can’t do it all)

2.High Turnover Rates

High turnover rates can be a sign of HR issues, such as poor recruitment practices, inadequate employee training, or low employee engagement. An HR consultant can help identify the root causes of high turnover rates and develop strategies to address them.

3.Legal Issues

HR-related legal issues can be costly and time-consuming for a business. If your business is facing legal issues related to HR, such as discrimination claims, unfair dismissal claims, or non-compliance with regulations, hiring an HR consultant can help mitigate the risks and ensure compliance.

4.Lack of Policies and Procedures

Without clear HR policies and procedures, businesses may be vulnerable to HR-related risks such as discrimination, harassment, and wrongful termination. An HR consultant can help develop and implement policies and procedures that are compliant with regulations and align with the company's values and culture.

5.Rapid Growth

As a business grows, its HR needs become more complex. Hiring an HR consultant can help ensure that the business's HR practices keep pace with its growth, from recruitment and onboarding to performance management and employee engagement.

Hiring an HR consultant can help start-ups and SMEs manage their HR needs, reduce risks, and improve employee engagement. If you are experiencing any of the signs mentioned in this guide, it may be time to consider hiring an HR consultant.

As a freelance HR consultant, I can provide tailored HR solutions to meet your business's unique needs. Contact me today on alex@alexkotsos.com to discuss your HR needs.

N.B. Photo courtesy of Austin Chan on Unsplash

What do you do when your HR Manager just can’t do it all?

Mon, 15 Jan 2024 14:10:00 GMT

Let me share a scenario with you.

You start a business and begin hiring…as the staff numbers grow and revenues increase you decide that now is the time to get someone else to send out the employment contracts and manage the payroll.

There is a strong and capable administrator who manages a lot of the book-keeping and office supplies and they are well-placed to take on some of the people-related admin.

The staff numbers grow even more, and a decision is reached to make this person a full-time HR Manager.

As the business develops, the HR function needs to change. HR moves away from being a pure admin function to something more complex; employment law expertise, performance management knowledge, recruitment and selection, HR Information Systems and related HR software, employee engagement and culture, compensation and benefits, learning and development, coaching, staff wellbeing - the list continues.

Your well-intentioned and capable administrator starts to struggle with all these new expectations of them as HR Manager. They need help.

You decide to hire someone more experienced, who comes with more years of acting as an HR professional and your existing employee becomes resentful and either leaves or remains disengaged working for the new HR Manager.

The struggle to manage HR needs

This scenario happens often in start-ups and SMEs. They struggle with managing their HR needs. There is an unfounded, but frequently held, belief that one HR Manager can do everything and be everything within a smaller company.

Even when a company hires an ‘experienced’ HR Manager they find that there are still gaps in knowledge. The company may not have the budget or resources to employ extra headcount and the existing HR Manager just can’t meet the multiple people priorities that the business has.

So, what do you do?

Hiring an HR Consultant

I’ll admit that this is a shameless plug for my own business. But, you don’t need to hire me.

What you do need to do is consider hiring some form of external support to plug the gaps whilst keeping your costs low, not increasing your headcount, and keeping your existing HR Manager sane.

External HR Consultants come in all shapes and sizes and there is no one-size-fits-all option!

Selecting an HR Consultant

The first thing to consider is what kind of support does the HR Manager need?

It could be a specific project that needs to happen such as implementing a performance management process or creating salary bands.

If so, is it an extra pair of hands that is needed or is it expertise?

Perhaps some employee relations issues have cropped up and you need someone with some expertise in handling disciplinaries and grievances.

Or it could be that the current HR Manager needs access to someone more experienced to act as a coach and mentor to help guide them through the daily challenges of being a standalone HR Manager.

Or maybe your business is now at a stage where you are considering acquisitions or mergers or being sold and you need someone to work on the related HR strategy.

Rather than hiring more headcount internally, consider HR like any other specialist function. There are plenty of experts out there who can help you with some or all of these issues without adding substantial costs to your business. Asking for recommendations from your network is a great place to start and your HR Manager will thank you for it!

N.B. Photo courtesy of Carl Heyerdahl on Unsplash

As a freelance HR consultant, I can help you and provide ongoing support as your business grows. Contact me on alex@alexkotsos.com to discuss your HR needs.

9 Things to get in place before you get to 9 staff

Mon, 15 Jan 2024 14:09:00 GMT

Recently I was chatting to an acquaintance who asked if I knew anything about the treatment of holiday pay for part-time workers.

My initial question to them was 'what does your employment contract state?'. The response was that there was no employment contract in place. Cue a look of shock and horror on my face. What on earth is that employer thinking??????

I'm not going to discuss the reckless and illegal way that the employer is running their business (a few more questions shed a lot of light on a number of illegal practices) but I will say that this Irish based employer, if inspected or audited by the Revenue, WRC (Workplace Relations Commission), or the HSA (Health and Safety Authority), would be facing closure, legal charges and financial penalties.

My advice to anyone running a business, of any size is to get the basics right from the start. As soon as you start employing people you become responsible for them in many ways. Don't let shoddy or lazy work practices find you in court facing charges!

It sounds dull, but I promise you that investing the time to do things right from the early days will help as you continue to grow. You will also avoid unnecessary risks that could closedown your business.

I've listed below the 9 things I think you need before you reach 9 staff:

1.Compliant employment contracts

Every country has its own legislation around employment contracts. In Ireland an employer is required to give all staff, within 5 days, an initial statement of terms and conditions, then following up within 30 days with the remainder of the terms and conditions. (You can access a simple guide from the Citizens Information here )

An employment contract needs to set out the terms of employment, such as job title, salary, and working hours. Having a clear employment contract in place for each employee will avoid confusion and potential disputes later on.

2.Payroll and Taxation

When you start employing staff you have a number of obligations to ensure that your employees get paid correctly and in a timely way. You also have obligations to pay employer costs and deduct income tax and relevant social security payments.

Payroll and tax in any country tends to be complex. If this isn't your strong point as a founder then consider outsourcing to reputable service providers.

And whatever you do, please do not deals to pay cash in hand or 'off the books'. I can assure you that this will return to haunt you.

3.Health and Safety

As an employer, you have a legal obligation to provide a safe working environment for your employees.

Whether your staff work remotely from home, or onsite in a factory, shop, office or other workplace, your employer obligations are the same. You need to know that they are working safely and understand all the workplace risks and how to mitigate these.

You'll need to start by conducting a risk assessment and then creating a health and safety policy (including providing any required training) to ensure compliance with regulations and to protect your employees.

I hate to use scare tactics, but the worst case scenario of having an employee severely injured at work is not something anybody wants to see happen.

4.Employee Handbook

An employee handbook is used to set out the rules and expectations for employees. It needs to provide clarity on policies such as holiday entitlements, sick leave, disciplinary procedures, and grievance procedures.

It doesn't need to be dull, but it does need to be useful, and easy to read and understand. You can write it in your own company tone and style and incorporate visuals and graphic design. (If you're looking for inspiration check out Open Org's online handbook here )

Your employee handbook is the document that will help managers and staff know what is expected of them and ensure people are treated equitably and fairly.

5.Recruitment

It is very tempting for a smaller company, or start-up, to hire without any structured process. After all, implementing a structured process takes more time than a quick chat over a coffee. But doing it well from the start will save you time and money in the longer term.

As a smaller enterprise you can be innovative and open-minded on how you recruit, whilst still staying on the right side of the law.

Creating a structure could include:

Clear role descriptions for any new hires (don't advertise unless you know what you need)
Considerations for more flexible work routines (e.g. part-time/remote). Not every role needs to be 40 hours, 9-5, Monday to Friday!!!
Avoid discriminatory language in role descriptions and job adverts (there are a lot of free tools, including AI tools, that will help you do this. Have a quick read of this short article from Monster.ie )
Consistent interview format for all candidates
How you will inform rejected candidates
Process of hiring (sending contracts, arranging any kit/tools/equipment)
Process of onboarding

6.Performance Management

In a smaller team everyone counts. You are unlikely to have the resources to have hangers-on or people not pulling their weight. Hopefully you have great people who really deliver what is needed in a positive and collaborative way.

Making sure you have a performance management process in place will enable you to identify and recognise great performance, give feedback, and develop your staff effectively.

The approach of an annual performance review as a mechanism for improving performance is outdated. Having more frequent performance conversations will ensure any challenges are addressed fast and that positive outcomes are celebrated and replicated.

It doesn't have to be a complex process. Recent workplace studies suggest that regular structured 1:1s can have a significant and positive impact on managing performance. Consider what works best for you and your staff and create a simple process that everyone can benefit from.

7.Training and Development

Having a lack of challenge at work impacts on staff engagement levels and subsequently performance levels.

Hiring amazing people doesn't mean that they don't need to continue to grow and develop.

Consider how your company can help staff continue to grow and develop their skills and experiences. This doesn't mean that you need to spend money on formal, in-person, classroom-style workshops. In this day and age there is a wealth of learning to be had either entirely online at the learner's pace, virtually with a real person delivering remotely, via webinars, seminars, network events and even employees learning from each other.

If you do have funds available for formal learning then consider this a positive investment in the growth of your company and investigate the best solutions.

A commitment to ongoing training and development will be appreciated by every one of your team.

8.Diversity, Equity and Inclusion

This is not me being woke. Genuinely, if you don't consider diversity, equity and inclusion (DEI) at the start of your business then you will face huge issues fast.

Your company's approach to DEI needs to underpin everything you do as an employer. It will enable you to hire well, build great teams, and create an engaged and positive workforce that will enable you to run a successful business.

Remember that diversity is not just race or gender. It includes, amongst other things, ethnicity, cultural and social background, age, physical abilities, and neurodiversity. Diversity is especially important to consider when hiring (to avoid discrimination) and building out teams (to foster innovation and creativity).

Creating equity in your approach to pay, benefits, policies will ensure each person on your team feels valued and treated fairly.

Keeping inclusion at the forefront will, amongst other benefits, ensure your employee communications are transparent and easy to understand. Your company, and the people within it, will grow more connected from listening and hearing differing opinions and view points and the sense of trust will build. (Read here on how connectedness contributes to high performing teams).

You can read my 5 steps to creating a DEI policy here

9.Exit strategy

Sometimes great people leave great companies. Making sure you have a structured exit plan for staff will help foster trust and a sense of transparency within your business.

Whether an employee is leaving by choice or for other reasons you need to have a clear process to follow that includes:

A checklist of action items (e.g. close payroll/end benefits/collect equipment)
Who will communicate the exit to the rest of the team, as well as how and when
How is the workload going to be distributed before a replacement is hired?
How is the person's last day/week/month going to be handled?

Creating a simple exit strategy will ensure there is no miscommunication and rumour around the decisions of someone leaving the company.

Getting these nine things in place before you reach nine staff will ensure all your team is working towards the same goals in a safe and productive environment and helping you avoid HR issues down the line.

As a freelance HR Consultant, I can help you implement these practices and provide ongoing support as your business grows. Contact me on alex@alexkotsos.com .

N.B. 'Trust' photo courtesy of Bernard Hermant on Unsplash

Strengthscope® and me!

Fri, 12 Jan 2024 15:02:00 GMT

Using psychometrics and personality profiles at work

I’ve been working in HR for 25 years. I was lucky at the start of my HR career to work for an amazing,forward-thinking, progressive, organisation within an equally fantastic HR team.

Early on I was given many chances to learn new skills including qualifying to use a variety of psychometric tools and personality profilers. And I used them all!

As the years went on, I started to lose interest in the novelty of these tools as none of them seemed to have any lasting positive impacts on those that went through the assessments.

There would be an initial moment of self-awareness, a small commitment for a change of some sort and then within a few months it would be as if the person had never really gained any additional insights to improve their lives at work.

Another downside to these tools was also a huge ability for people and teams to misinterpret their results. Employees would say things like: ‘I can’t talk to her, she’s a RED and I’m a YELLOW!’ or ‘I can’t plan and organise because I’m the spontaneous type’. If you’ve ever been through some of these assessments you’ll know what I’m talking about.

My intro to Strengthscope®

Then, back in 2010, I was introduced to Strengthscope® . This was a tool based in positive psychology that tapped into what really gave people energy at work and what drained them. My mind was blown!

My own Strengthscope® profile gave me insights that I had never had before. It gave me a level of awareness that helped me join so many unexplained dots. There were times in my career where I’d had feedback that I just didn’t understand, and now Strengthscope® helped me make sense of it all.

I understood why, despite being very capable at maths as a teenager, I was never going to train as an accountant (despite the job recommendation from my careers teacher at school!). I also understood why it was so satisfying to me to see people achieve their potential.

Using Strengthscope® with others

I started using Strengthscope® with individuals and teams with amazing results. I saw people start to make sense of themselves at work. They understood their barriers to success and how to constructively overcome difficulties when working with colleagues. I saw people re-evaluate their roles and careers, often realising that they had been pigeon-holed because they were ‘good at’ something rather than really getting energised by their responsibilities.

What was more amazing was that the positive impacts gained from Strengthscope® were long-lasting. These weren’t novelty insights, these actually struck enough of a note with people to make them sit up and listen and act accordingly.

In my own life and career, my Strengthscope® profile has been my north star. It has guided my career choices and given me the courage to remove myself from roles that I wasn’t well suited to. It has given me a more useful language with which to work with, and coach, managers and leaders.

Of all the work I do as an HR consultant, supporting individuals and team’s growth using Strengthscope® is definitely my number one activity.

If you’d like to hear more about Strengthscope® and how I can support you, your team, and organisation, contact me at alex@alexkotsos.com

The Overlooked Issue: Age Discrimination and Career Development for the Over 45s

Sun, 01 Oct 2023 09:38:00 GMT

In today's rapidly changing job market, diversity and career development are topics frequently talked about.

While workplaces are gradually recognizing the value of diversity and inclusion, there's one demographic that seems to remain in the shadows – workers over the age of 45. It's an issue that has far-reaching implications, yet employers often appear indifferent or unaware.

The Over 45s in the Workforce: A Vital Demographic

Why is this demographic so important? Across the world there are many countries and areas that have an aging population. This is caused by lower childbirth numbers combined with people living longer.

According to the UK's Centre for Ageing Better , a third of the workforce in England are aged over 50 and this number is steadily increasing. In the US it's projected that in 2024 nearly one-quarter of the workforce will be aged 55 and older.

This demographic brings with it a wealth of experience, knowledge, and skills. They've weathered economic downturns, adapted to technological advancements, and possess a deep understanding of their respective industries. Yet, despite these credentials, they often find themselves overlooked.

Indifference or Unawareness?

One of the most alarming aspects of this issue is the seeming indifference or lack of awareness among employers. Age related discrimination is often subtle and hard to pinpoint. It can manifest in various ways, such as:

Hiring Biases : Studies have shown that older job seekers face longer periods of unemployment than their younger counterparts. Many employers may hold unfounded stereotypes about older workers, assuming they're less adaptable or less productive.
Limited Training Opportunities : Career development often involves ongoing training and skill-building. However, older workers might find themselves excluded from these opportunities, with employers assuming they're not interested or capable of learning new skills.
Glass Ceilings : Advancement to higher positions may become increasingly difficult for older workers, as organizations may prioritize younger employees for leadership roles.

It's not just about discrimination. Organisations are failing to harness and use the wealth of knowledge and experience that older workers have. Formal mentor schemes can support the transfer of knowledge and experience but often these are targeted at people holding senior roles within a company.

Imagine how impactful it could be for a new entrant into the workplace to be buddied up with someone who could offer their own rich life experience to guide them at work? We often joke about a 'work mum' or a 'work dad', what if that wasn't a joke? What if you really had someone you could go to for work wisdom without judgement, advice from someone who has got your back and only wants the best for you?

And what about all those years of technical skills and problem solving? What happens to those when the person retires? Is it ok to let all that leave the building? Or do we need to find ways to collect and share and learn from that knowledge?

Preparing for retirement

Another concern is about the impact of retirement on individuals. Many companies, in line with changing legislation, quite rightly have scrapped a required retirement age. People are meaningfully contributing well into their 70s. But retirement at any age is a huge change. For some people the idea of retiring is blissful as they sink into a world of hobbies and passions. For others they have huge worries of the financial pressure they could be facing. Some will also be wondering what on earth they are going to do with themselves to pass the time. For many, the act of work has given them a purpose that they are anxious about losing. Aside from financial advice from the employer's pension providers most retirees are not supported in managing the change to retirement. Have they been offered a staggered reduction in hours? Have they had any guidance in what might be out there for them once retired?

Your help

The question arises: How can we address these issues and raise awareness about the importance of age diversity and career development for the over 45s?

Here's where you come in. I'm conducting a research study to gather insights from workers aged 45 and over. Your experiences, challenges, and aspirations matter, and your voice can help change the situation.

If you'd like to participate please get in touch at alex@alexkotsos.com

Let's work together to ensure that no one's potential is wasted due to age-related biases. Together, we can pave the way for a more inclusive and diverse workforce where age is not a barrier to professional growth.

Who needs HR anyway? When do start-ups and SMEs need to hire an HR professional?

Wed, 13 Sep 2023 12:15:00 GMT

Perhaps you’ve started a business and you’ve gone past the 10-employee mark and you’re wondering if you need an HR person on board. Or you’ve just been hired as CEO/MD of a growing organisation but there’s no HR person and you’re starting to see some issues arising that you need support with. Whatever the situation, many businesses start their life with no HR staff at all and then feel a need to hire someone in.

If you can relate so far and you’re about to hire your first HR person then please, take a minute and STOP!

I’ve worked in HR for over 20 years. I firmly believe that hiring the right HR team can take your business to the next level. I also believe that hiring the wrong HR team adds little more than additional headcount and cost.

Before you hire your first HR person you need to consider the actual business need.

What is this person going to be doing every day?

Are you looking for someone to:

Undertake the administration related to the staff in your organisation?
To manage and support employees and their issues?
Act as a trusted advisor, who the managers and senior team can use as a coach and sounding board
To implement initiatives such as new HR software, performance management processes, salary bands etc.
Focus on staff development and learning
To ensure HR is part of the business strategy as the company grows

Each of those scenarios requires a different level of knowledge and experience. It isn’t realistic to find one employee who can fulfil all those roles and it’s also not realistic to hire in 6 different people.

So what do you do?

How to fill the business need cost-effectively

Hiring an amazing high-quality administrator will help any business. If I was running the show that would be my first hire. They wouldn’t have to be HR qualified or have an HR background – they would need to be an expert administrator capable of handing multiple tasks with a personable style.

All the other elements can be contracted out or hired on a part-time and remote basis.

If you need compliance documents such as employment contracts or employee handbooks then consider looking at a local HR services company. Contact your local federation for small businesses also as they may have these documents available to members also.

If you need strategic support and a deeper level of expertise you may not have the funds to hire a permanent CHRO/CPO (Chief HR Officer/Chief People Officer) and it’s likely that you don’t need that level of experience on a full-time permanent basis. Think strategically about how to fill the gaps you need. Do you have enough staff to warrant a full-time role? Does the person really need to be in an office or workspace?

Given the lack of flexibility in most organisations there are good HR people who are looking for part-time work, contract work, and remote work that fits around demanding personal lives.

Hiring freelancers could also be an option, look at sites like Upwork and Opentalent for finding talent.

Utilising all the available talent in the market could allow you to fulfil the business needs in an efficient and very cost-effective way.

5 reasons why your HR Department sucks! What every CEO needs to have a great HR department.

Mon, 11 Sep 2023 16:43:00 GMT

In the past, when people asked what my line of work was, I used to hesitate.

Sometimes I avoided answering the question at all. The reason for this is that the most common response to me working in HR went something like this:

‘Oh. Really? Erm..well, I’m sure you’re nothing like the evil villains of HR that I work with! They are awful….let me tell you about what they did recently….’

In the early days of my career, when I heard the numerous ‘evil HR’ stories I used to get really defensive. Fast forward 10 years and I used to listen, nod and ignore everything that was said, trying to ‘rise above’ the criticism. More than 20 years have passed and now I actively listen to the stories. I ask questions, I’m curious about these terrible HR people and HR departments because I want to understand why this function is one of the most maligned in a business.

In my opinion there are 5 big reasons why HR departments suck.

1. Lack of executive support

When the CEO and senior leaders see HR as a tick-box compliance function to avoid legal issues rather than a necessary part of their business strategy then the function and person or people working in it are destined to fail.

If HR isn’t sitting at the most senior decision making table then it suggests that there is no real interest by the leadership to invest in their people and create positive inclusive and productive working environments.

With no investment from the top there will be limited resources and time given to whatever HR exists which impacts heavily on their ability to do their work well.

2. Lack of leadership

If a company is large enough to warrant a Chief Technology or Sales or Product or Marketing Officer then they absolutely must have a Chief HR or People Officer (CHRO/CPO).

The role has to be a stand-alone position, not one that also has responsibility for another function. During my career I have seen many companies have the CFO responsible for HR or the Legal team responsible for HR. It just doesn’t work.

To put it in easy to understand terms: salaries and benefits are often the organisation’s highest cost. This ‘cost’, if managed well, is actually an investment. Why would you give responsibility for the organisation’s largest budget to someone who has another priority? To get the most from your workforce you need someone focused on creating the conditions for success, not someone who is preoccupied with another area of the business.

The CHRO/CPO is a strategic role that inputs into the business goals and ensures that any subsequent HR initiatives are aligned. As the leader of the HR function solely, they can provide clear direction and focus to that team without dilution.

3. Limited expertise, knowledge or resources

HR departments are often responsible for a wide range of activities. These can include recruitment and hiring, employee relations, coaching managers, managing payroll, benefits administration, compensation strategy, performance management, learning and development, employee wellbeing, culture and engagement programs, on-boarding and off-boarding, restructuring, administration and management of HR software. This list is nowhere near exhaustive. And of course, all of the above must be achieved equitably and inclusively whilst acting as the organisation’s diversity, inclusivity and equity advisors!

To achieve this range of activity a department needs people who have relevant experience and knowledge. If a department doesn’t have the expertise in-house then they need to buy-in the resource. However, if there is no executive support, or the HR leader lacks focus then it is unlikely that there will be a budget available to secure external help.

Without the relevant expertise and knowledge the HR department cannot succeed.

4. Excessive focus on compliance

There are things that employers are obligated to do in order to stay on the right side of the law.

Within this category of compliance I’m including things like employment contracts, statutory leave payments and benefits, management of working hours, statutory processes such as disciplinary and grievance, work permits, mandatory knowledge training. Again, the list can be long depending on where you are in the world and what industry you work in.

The good news with compliance is that there are clear processes and often very clear guidance and direction as to how to do these things. These are often the low value activities that can be outsourced to local HR advisory services. Once these things are in place they are a process to manage rather than something that needs to take up all the time of the HR staff.

Allowing HR professionals to focus on more strategic initiatives such as employee engagement, talent management, learning and career paths will improve the outputs of the HR department as a whole and have a more positive impact for staff.

5. Hiring HR staff who don’t care

I’m sure that if there are HR people reading this, then they probably agree with the 4 points already raised. This last point may raise some eyebrows and some fierce disagreement.

When I started out in HR over 20 years ago the aim for HR people was ‘to get a seat at the table’. They wanted to be seen as equals to other non-directly revenue creating functions in the business. This led to a huge push for HR leaders to focus on strategy. Along the way some of them forgot that it was people, aka the staff, that would ultimately make any strategy successful.

HR leaders started talking about analytics and dashboards and putting huge emphasis on creating amazing scorecards. To me, analytics, scorecards and dashboards are tools, they are not the end result. They are things that show us where we are or where we want to be, they do not create the conditions for success.

For a commercial business to be financially successful i.e. profitable they need their biggest investment to pay off. The salaries and benefits they pay need to translate into productivity and quality.

The easiest way to achieve this is by putting the human back into human resources. Employees are people. They have lives. They have good days and bad days. They can be amazing and awesome. They can also be disruptive and unpleasant.

When the HR leaders and team really care about the staff and the working conditions they have a chance to create the environments that allow for productivity and quality and therefore a profitable company.

Whatever the HR role, be it an HR analyst or HR business partner or compensation expert, if their purpose at work doesn’t include creating environments for people to thrive in, or they don’t care about that purpose, the organisation will never achieve as effectively as it could do.

Working in HR is never just a job. The human aspect must come first. Treating people with respect, dignity, kindness, care and dare I say it love, is the way that an HR team shows leadership and can affect real and positive change.

HR departments can struggle for many reasons, from a lack of executive support to a failure to see past compliance activities. With the right leadership, strategy and focus, HR can be the partner that really adds value to any business. If your HR department is struggling, consider the steps you need to improve it. If you are a CEO think about what you need to change to have a great HR department. By investing in HR you really will make the most of your biggest investment - your staff.