In this second edition we will focus on tips around...
System - HTML tip-linking out from a form.
Best Practice - Promoting a culture of recognition by using Team Recommendations.
HR Operations - New role success plan.
HTML tip - linking out from a form
We find there are many instances, where it is useful to link out from a form to a website/web location; whether it’s:
the Fair Work Information Statement;
the link to the site to obtain your Working with Children Check;
a page or document on your SharePoint;
linking to another file or form in the document catalogue (if you have HR Core); or
to another part of the user’s profile;
or many other potential applications. Linking out is a great way to help users interact effectively with your form.
You will place this code into the info field of a label and it will display as follows (we used the FWIS for this example):
The link will display in the form as a standard hyperlink.
To embed a link into the form, open the form template, and you can use the href coding as follows:
<a href="https://www.[rest of link]" target="_blank"> Click here to access the [description of article at the link]</a>
Note: the target=” _blank” part of the code ensures that the link will open in a new tab.
Promoting a culture of recognition by using Team Recommendations.
Regardless of whether you have purchased Rewards and Recognition or not; every ELMO system has the function for Team Recommendations.
This can be a great way to get your team engaged in recommending and recognising the great work of members inside and outside their direct teams.
When we are setting up systems for clients, we suggest placing a widget on the Dashboard that promotes Team Recommendations and links out to a QRG (Quick Reference Guide) helping users understand how to access the function.
For some clients we also use the QRG as a way to set some ground rules about using Recommendations, such as “All recommendations must follow the STAR (Situation, Task, Action, Result) format”; or “HR reserves the right to delete any recommendations that do not meet the correct format, are frivolous, vexatious, or any way contrary to the Values or Code of Conduct Policy”.
The Team Recommendations function is accessed via the user’s profile as a “thumbs up”:
By clicking on the “thumbs up”, a user can write a recommendation (similar to LinkedIn) about their colleague:
The recommendation will then appear on the user’s Resume tab of their profile, showing who made the recommendation and when:
Only authors (and impersonators) can edit or delete recommendations once posted.
Check your notifications to ensure that an email will be sent to the user and their manager when the employee receives a recommendation. You can also copy HR or others on this notification/s.
Note: If you have purchased Rewards and Recommendations, any recommendations can be linked to a “badge” and will appear on the Recognition feed (if activated on your Home page) and others in the organisation can “like” the recommendation, driving greater engagement and spotlighting the person who was recommended. You can also then bring in Recommendations to a Performance template, for consideration as a part of a performance development plan.
New role success plan
As HR practitioners we all know the importance of having some structure in the probation assessment template.
We call our standard probation plan a “Success Plan” and have quite a prescriptive approach to help the new employee and their manager focus on aspects that will support the new employee’s success in the first 90 to 180 days of their employment.
Using this same concept, we use a performance appraisal template to help employees in a new role get up to speed with their new position, make the right connections and seek support from their manager and others to maximise their chance of success.
We call this the “New Role Success Plan” and it can be a three- or six-month plan.
The plan should focus on:
Building internal and external relationships
Understanding the responsibilities of the role, including often overlooked things like which meetings they should be attending, or what reports they are responsible for providing and by when.
Gaining clear insights into the expectations of their manager and their team members (where applicable).
This should be underpinned by development goals and regular feedback sessions (we recommend at least 1 per month) with their manager (or mentor), to ensure any obstacles, issues or barriers to their success are identified and overcome early, helping them have the best chance to succeed in their new role. This is particularly pertinent when it is the employee’s first role as a people leader, or they have moved to a completely different part of the organisation (e.g. from shared services to operations).
Just like with probation periods, six months in a new role can pass very quickly in a busy work environment. So, monitoring role success can help alleviate future issues, such as team culture and turnover; missed opportunities; misaligned expectations; or the departure of the employee from the new role because the role turns out not to be all they had hoped for, or because they don’t feel supported.
Credit: Content written by Martha Travis
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