Holiday Corporate Gift Etiquette
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When choosing holiday corporate gifts for your clients, vendors, and associates at other companies, there is some etiquette involved. You need to make sure your gifts are chosen with care to both show the recipient you appreciate and understand them.
For example, if you get food for your corporate holiday gift baskets, don’t get pork for a Jewish holiday, beef for a Hindus Holiday, or any kind of meat or animal products for vegetarians. Don’t get sports-themed corporate holiday gift baskets for people who don’t like sports, or other holiday corporate gifts like golf tools for non-golfers, tickets to events that the recipients aren’t interested in, or events that take place more than two hours away. Get holiday corporate gifts that are suitable, useful, and appropriate.
If you’re purchasing a gift basket, make sure the theme and sentiment is appropriate for the occasion. Some holidays observed by other countries and religions may not be suitable for giving or receiving holiday gifts. If you’re not sure, check online to see if gifts are acceptable, and if so, what kind.
When you get ready to give your gift, make sure the company doesn’t have a policy about accepting holiday gifts. Some companies, government agencies, or nonprofit organizations don’t allow their employees to receive holiday corporate gifts, let alone general “swag” given throughout the rest of the year. If you’re not sure, call someone from the human resources or marketing department before you send your gifts.
If you’re giving holiday corporate gifts to an individual, you should have already taken the time to get to know the person first. Try to find out what their hobbies and interests are, or what state they grew up in. Sometimes you can find this information on Facebook or the company website, sometimes you just need to get to know the person first. If you can’t find any of this information, try to make your holiday corporate gifts as generic as possible, so as to avoid any of the problems we discussed above.
If you’re sending any holiday corporate gifts to a company rather than a single person, try to get something that many people can enjoy, rather than one single person. Popcorn, mixed nuts, candy, and other bulk food items can make great holiday corporate gifts. But things like two tickets to a theatre performance for a company of 20 people might not go over so well.
You can order your holiday corporate gifts through a company located in the recipient’s home town and have it delivered, you can order them from a store in your own city, or even order your corporate gift basket online.
It’s also a good idea to start planning and ordering your holiday corporate gifts in the summer, when prices may be a little lower, rather than waiting until the late fall, when the rush is on, demand is high, and prices have gone up. Just do some basic research online with the various holiday corporate gifts companies and request some catalogs.
Rather than buying the same gift for everyone, put people in groups, VIPs, long-term customers, new customers, and wish list customers. (Or just make a list of who’s naughty, who’s nice, and who pays on time.) Assign a maximum dollar amount for each recipient in each group for budgetary purposes, start planning on the appropriate gifts (see the paragraph on not buying certain food items for specific groups), and check with the vendors for lead time, delivery time, and availability. Then just start sending.
When you’re all done, make sure you get a little something special for yourself. You earned it.
The holidays are the perfect time to let people know you care and appreciate them. Simplify this year. Find ideas for holiday traditions, a free downloadable holiday planner, resources for letters from Santa, retro candy and corporate holiday gift baskets for Christmas at http://www.mychristmasholiday.com.
ABOUT THE WRITER
A long time gourmet foods, restaurant recipes, and cooking enthusiast, Brandi LeBlanc is a Marketing Consultant for Rostin Reagor Smith.
Known by her students as Ms. LeBlanc, Brandi is also the most popular DECA sponsor and Marketing Department Head at Coppell High School in Texas. Brandi LeBlanc defines Marketing for many new marketers and brings the world of traditional and online marketing to DECA members.
With over 20 years in marketing, advertising, and fashion merchandising, Brandi enjoys what the world of online marketing brings to various industries including affiliate marketing.
A Dallas Internet Marketing Firm with 20 years in marketing, advertising and 10 years in internet marketing, Rostin Reagor Smith has refined the SEM SEO Expert Formula. Hundreds of internet marketing case studies have combined to build the seo consulting firm’s formula that drives search engine ranking through social media marketing and web 2.0 communities and resources.
Rostin Reagor Smith enters new markets online through in depth niche marketing research, including affiliate marketing site and product sales.
Employee Retention – 7 Tactics to Retain Your Most Valuable Asset
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A survey developed by Robert Half International and independently conducted with 100 Canadian senior executives between September 15 and October 15, 2008 stated that 35% of the senior executives had employee retention as their greatest staffing concern.
Max Messmer, chairman and CEO of Robert Half International, states “Companies that lose top performers may not only experience declines in productivity but also incur significant costs in replacing these professionals.”
Furthermore, two additional recent studies have shown that smart organizations are investing in employee retention and engagement to weather the current recession. According to Douglas Matthews, President and CEO of Right Management, one-third of North American companies are planning to reduce their employees this year, but the other two-thirds are planning to “develop the employees they have to meet current and future needs so they can respond quickly to changing market demands and remain competitive.”
These forward-thinking employers are seeking ways to keep their employees engaged so they don’t become disengaged workers.
The other report, Hewitt Associates’ annual 50 Best Employers, states that “Businesses that invest in employees and have high employee engagement have a competitive advantage in their ability to make it through a recession.” These companies will emerge from the recession stronger and healthier unlike the companies whose workforce has been decimated.
Here are 7 tactics for retaining your employees through these times of confusion and uncertainty:
1. Communicate effectively with your employees. This is the most critical tactic of all. Assumptions and speculations are deadly to employee morale and the health of the organization. Nip rumors in the bud by being honest with your employees about what is happening in the organization. Encourage your workers to share their concerns with you and in turn share your concerns with them. This fosters openness and trust between all parties involved.
2. Search for ways to redeploy employees. It doesn’t make sense, financially or otherwise, to get rid of valuable employees during an economic downturn. When the recession is over you will need to replace these workers and at what cost? Instead, shift these workers to other areas that are still performing well. You will demonstrate your loyalty to them, garner their loyalty to you, and retain valuable company assets. Employees that leave companies take valuable knowledge with them.
3. Make wiser choices when hiring employees and managers. Consider the corporate culture that this prospective employee or manager must fit into and determine if there is a match. Utilize various personality assessments that are available to you. Doing so will ensure that not only will the employee/manager match the company’s expectations but the company will match the employee’s or manager’s expectations. After all, a square peg doesn’t fit easily into a round hole.
4. Be an effective, ethical leader. A well-known study published by Florida State University in Fall 2007 issue of The Leadership Quarterly stated that:
* 39% of workers said their supervisor failed to keep promises
* 37% indicated their supervisor failed to give credit when due
* 31% said their supervisor gave them the “silent treatment” during the past year
* 27% report their supervisor made negative comments about them to other employees or managers
* 24% indicated their boss invaded their privacy
* 23% said their supervisor blamed others to cover up personal mistakes or minimize embarrassment
In essence, employees don’t leave bad companies – they leave bad bosses. Make sure you are not one of them!
5. Be a great motivator, innovator, and leader. Inspire your employees to achieve great things. Believe in their capabilities. Encourage them often to stretch out of their comfort zones. Listen to their ideas and implement them. In a nutshell, champion them and they will champion you and the company.
6. Treat employees fairly and respectfully. Your employees are your company’s best asset and you must protect and nurture them. Whether you know it or not, you are in the business of growing people. Let them know how valuable their contributions are to the company. Honor your commitments to them. Create a learning environment for them where they, and you, can achieve the highest potential.
7. Provide alternate work schedules. Some companies have implemented programs for flexible hours, telecommuting, job sharing, four-day work weeks, and transportation subsidies. This allows employees to gain greater control over how, where, and when they work which leads to better work/life balance and helps to retain them.
Employers who are able to minimize their employee turnover during this recession period are going to emerge from it stronger and healthier than those companies whose employees have defected. Do everything you can to make sure that you keep your employees happy, engaged, and productive. Your company depends on it.
ABOUT THE WRITER
Jo Romano is a Certified Professional Life Coach helping lawyers, parents, and individuals to address their dilemmas and transform their learning to get the results they want. She lives in Montpelier VT USA. To learn more go to http://www.lifecoachforlawyers.com and http://www.greenmountainlifecoach.com
Googling for Jobs – How to Use Google to Find a Job
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Googling for Jobs – How to Use Google to Find a Job from Jim Stroud on Vimeo.
Ethics – An Inherent Element of an Effective HR Program
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Over my 34 year HR career, I have witnessed a deterioration of ethics in the general public’s behavior and in business practices. WorldCom, Enron, Tyco, Adelphia, Global Crossing, Bernard L. Madoff Investment Securities, etc., are recent reminders of how far some executive management teams and their “friendly” Boards are willing to go to achieve personal and business objectives that are not in the long-term interest of the organization. Consequently, it should come as no surprise that many HR professionals have fallen victim to this trend.
An effective HR function serves as the steward of organizational culture. As HR professionals we should provide a touchstone for our organizations and nurture a high ethical and compliant culture. Ethics and an effective HR program are inseparable. Inherent in any effective HR Program is a foundation of trust, credibility, objectivity and impartiality. Without these elements, HR is often labeled as an extension of management and viewed by employees as a biased arbiter who causes employees to avoid raising issues within the company or to seek resolution outside of the company.
According to the National Business Ethics Survey [1] the longest study of ethics and compliance in the workplace, just 55% of employees who observed misconduct at work in 2005, reported it. This is a 10% decrease since 2003!
Other key findings of this national survey were:
* Formal ethics and compliance programs are on the rise, but positive outcomes expected of those programs are not
* Ethics and compliance programs do have an impact, but organizational culture is more influential in determining outcomes
Throughout my career, as HR professionals we have generally worked to gain credibility and respect as a leveraging business function and equal “player” to the other “C” Level positions in our organizations. We have seen our efforts rewarded as more and more of us earned a “seat at the table.” Unfortunately, for many of us, that seat became more akin to a massage chair that seduced us into complicity and slowly undermined our integrity and reputation, which hampered our ability to effectively act as our organizations’ culture and ethical stewards, and internal arbiters. Over the years, our function has evolved from a “necessary expense,” to a valuable internal business partner; to what I now see all too often as a co-conspirator or passive observer. Our greatest triumph of earning that seat at the table has, in many cases, beguiled us with the well paying jobs, corner offices, stock options and grants, and all of the other trappings and perquisites available to other valued colleagues. These perks are now often viewed by many HR professionals as rewards far too valuable to risk by “bucking the system.” So, at best, we “work around the edges” in a more passive attempt to remain true to our former selves; or at worst, we become complicit in supporting or initiating the unethical behavior often observed in our organizations.
Before one begins to believe that I am anti-capitalism, management or HR, let me set the record straight. I love this profession and have practiced it for over 30 years. I am more an optimist than a pessimist, and believe people are basically good and hard-working. I remember and see the fantastic possibilities that accrue when our business and HR functions operate in the long-term interest of the organization, instead of the short-term interest of individuals in the organization. It is because of my devotion to my craft that I am writing this article.
A 2008 national survey [2] conducted by Clemson University found that CEO’s viewed the top ethical concerns in the general business community as:
1. Improper accounting practices
2. Lying on reports/falsifying records and conflicts of interest
3. Exorbitant executive compensation
4. Dishonesty with customers
5. Misleading the public or the media
All of these behaviors can be influenced by an effective HR function.
It has been my experience that unless management is highly trained and employee communications are nearly transparent; HR professionals usually find when we look out for the long-term interest of the organization, that half the time, the resolution of ethical dilemmas or misconduct is managements’ cross to bear while the other half of the time the employee is at fault. This is as it should be and if we want to have an effective HR program, we have to call it, like we see it. We have to put the interest of the organization before our personal interest. To act contrary to this, will serve to undermine the organization’s culture and ethical standards, and the reputation and effectiveness of our HR function.
Key Causes of Unethical Behavior
As an HR professional, be on the lookout for organizational cultures that includes most of these behaviors;
* Sets unrealistic deadlines and pressures staff to achieve them
* Values or tolerates a high Machiavellian approach
* Sets unrealistic financial or business objectives
* Weak control over how financial or business objectives are achieved
* Money and perquisites are highly valued
* “Yes Man” culture, especially among “C” Level executives
* Teamwork isn’t valued
These behaviors and others create an environment that can cause good people to do bad things.
How to Promote Ethical Behavior
As the cultural and ethical stewards in our organization, we as HR professionals should;
· Have and behave with a strong moral compass
· Have the courage to call it like we see it
· Be a visible role model
· Provide ethical training
· Communicate ethical expectations
· Hold the organization accountable by visibly rewarding or punishing unethical acts
· Periodically assess employees’ and other stakeholders’ opinions regarding the organizations ethical performance
· Develop, utilize and evaluate ethical performance standards
As HR professionals let’s enjoy the hard fought status and recognition we have earned over the past decade, but without the fear of losing it all if we do the right thing; championing high ethical standards, fair and impartial adjudication of disputes, and holding the CEO accountable for the ethical and moral leadership of our organizations. By doing this, we will continue to enhance the reputation of our profession, serve the long-term interest of our organizations, and promote an ethical business community and general public.
[1] The National Business Ethics Survey, How Employees View Ethics in their Organization, 1994-2005, Ethics Resource Center
[2] The National Survey of CEOs on Business Ethics”
ABOUT THE WRITER
Pierre A. Towns is a Board Member, Vice President and Partner of Onyx Global HR LLC (http://onyxglobalhr.com), a full-service Human Resources consulting firm based in Long Beach, CA. He is also founder and Managing Partner of Human Resource Capital Consultants, Inc., (http://hrcconsultants.com) a full-service Human Resources consulting firm in Carlsbad, CA. He has taught various HR related subjects at the University of Southern California and California State University, San Marcos. Mr. Towns has also guest lectured for numerous organizations including; the University of California at Riverside’s Anderson School of Management and the International Employee Benefits Association’s Annual Conference.
Mr. Towns is the former Senior Vice President, Board Secretary, & Chief Administrative Officer of MedUnite Inc., an IT Services company that provides real-time connectivity between physicians, hospitals, insurance companies, pharmacies and laboratories nationwide.
Mr. Towns joined MedUnite from DreamWorks SKG, a privately held entertainment company in Glendale, California. There he was the Head of Human Resources and was responsible for directing DreamWorks’ human resources activities corporate-wide, including Live Action Feature film, Animated Feature film, Television Production, DreamWorks Records, and DreamWorks Interactive Divisions.
Prior to working with DreamWorks, Mr. Towns was with ARCO, a publicly held $39 billion integrated oil and gas company. During 19 years at ARCO, he worked domestically and internationally in positions of increasing responsibility. Mr. Towns’ ARCO responsibilities included: heading up Human Resources and Administration for ARCO Latin America, Caracas, Venezuela, which included Central and South America, and the Caribbean and world-wide HR Generalist head for ARCO International Oil & Gas Company.
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90% of Employees say, “If you are sick – STAY HOME!!”
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Over 90% of fellow employees do not want you to come to work with any H1N1 flu symptoms
And if you do go into work showing symptoms, chances are a colleague will likely report you to a superior
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New York, October 20, 2009 – 91 per cent of Americans said they want their co-workers to remain at home if they are infected with the H1N1 flu virus according to a national survey released today by Mansfield Communications. And if you are considering going into work with the flu or symptoms of, 83 per cent of your co-workers say they are likely to inform a fellow colleague or senior management about a colleague in their workplace whom they think might be showing symptoms of the flu.
The survey, commissioned by Mansfield Communications Inc., interviewed 2,029 Americans with a subset of 1,232 full time and part time working Americans from October 5thth 2009 thru October 11th, 2009. It was intended to continue to gauge the readiness of workers and their employers for the H1N1 (swine flu) pandemic. The margin of error is +/- 2.2%, 19 times out of 20.
“As the number of people infected with H1N1 continues to grow, parallel fear escalates and the potential for mob mentality begins to take shape,” said Rob Ireland, partner at Mansfield Communications Inc. “By having clear and definitive H1N1 policies & procedures in place and by becoming a trusted source of related information, leading companies can truly take care of their greatest asset – their employees.”
According to a survey conducted last month by Mansfield Communications, 69 per cent of workers said they had received no communication about policies in the workplace pertaining to H1N1. The poll also found that a large majority (84%) of American workers believe the recession creates more pressure to show up for work— even if they are feeling sick.
Approximately half (47%) of the respondents said that they would still engage in public activities (such as riding the bus, picking up a prescription or grocery shopping) even when they were infected with H1N1 and required to stay home from their office due to a company-imposed quarantine.
However the most current findings indicate awareness about the serious nature of the virus is on the rise as workers show concern for containing the spread of H1N1.
Added Ireland: “Employers need to be vigilant in maintaining open communication with their employees during flu season and monitoring employee compliance with the organization’s sick leave policy.”
Additional Survey Findings:
- 94 percent of women believed that coworkers should not come into the office if infected with the H1N1 flu virus, while fewer men (88%) felt the same way.
- 84% of respondents between the ages 18-54 were likely to report a colleague who had symptoms of the flu. While fewer respondents ages 55+ and older (77%) were likely to report their coworkers’ for being ill at the office.
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About Mansfield Communications Inc.
Mansfield Communications is a full-service marketing and communications agency servicing the global needs of its North American clients through its offices in New York, San Francisco and Toronto. The expertise of Mansfield spans public and media relations, analyst and investor relations, crisis communications, brand and marketing consultation, integrated marketing strategy, media relations, internal communications and speakers bureau management. Mansfield consultants have a wide range of industry experience, including B-to-B and B-to-C technology, consumer products and services, biotechnology, financial services, real estate, mining and public sector accounts.
Rob Ireland, former Director of Executive and Internal Communications for HP (Americas Region) and Partner with Mansfield Communications, is one of a few communications experts who has experience with an epidemic. During the SARS epidemic in Toronto in early 2003, he was involved in every aspect of internal and external communications and corporate messaging relating to quarantines, critical illnesses, and employee deaths. Central to the success of this work was a collaborative communications approach with Public Health authorities. In April 2003, Gartner published an event summary entitled “Lessons Learned from Hewlett-Packard’s SARS Quarantine”.
About Angus Reid Strategies
Angus Reid is a full-service polling and market research firm which is a leader in the use of the Internet and rich media technology to collect high-quality, in-depth insights for a wide array of clients. Dr. Angus Reid and the Angus Reid team are pioneers in online research methodologies, and have been conducting online surveys since 1995.
About the Poll/ Margin of error
From October 5th to October 11th, 2009, Angus Reid Strategies conducted an online survey among a randomly selected, representative sample of 2,029 adult Americans, with a subset of 1,232 full time and part time working Americans. The margin of error for the total sample is +/- 2.2%, 19 times out of 20. The results have been statistically weighted according to the US Census Bureau’s Statistics most current education, age, gender and regional data to ensure a representative sample of the entire adult population of United States. Discrepancies in or between totals are due to rounding.
This Angus Reid Strategies poll was conducted using the Springboard America online panel (www.springboardamerica.com), which is recruited via an industry-leading process that incorporates a randomized, widespread invitation approach and a triple opt-in screening procedure. The panel is maintained through state-of-the-art sampling techniques and frequent verifications of personal identity, contact information, and demographic characteristics.
