Prestil leads session
LAS VEGAS–Credit union HR execs meeting here shared some unique and innovative ideas for recognizing and rewarding employees.
During a session at the CUNA HR and Organizational Development Council annual meeting here, Angela Prestil, director of business development with CUNA, led several interactive discussions during which credit unions talked about the kinds of things they do to inspire and engage employees. Prestil also shared some best practices from companies outside credit unions that are widely regarded for cultures where employees feel valued and inspired, and told the HR execs there is a “Magic Engagement Question” that all of them should be asking.
But why seek engaged employees at all? Isn’t that what they’re paid to be? Yes, said Prestil, but employees with low levels of engagement are not only significantly more likely to leave, which leads to higher costs, those who are “actively disengaged” will seek to sabotage a credit union through Facebook or Twitter and by infecting other employees.
“They can be like a disease in an organization,” observed Prestil.
To keep their credit unions disease free, here are what some of the HR professionals at the meeting said they do:
- One CU said it has an in-service day once each year at a foodbank. “At the end of day, we get a report of how many tons of food we packed and how many potential people could be fed.”
- One CU said it gives moms with new infants six months to bring infants to work with them.
- Several credit unions said they have been working to better use their Intranets to keep all branches and locations on the same page. “We try to highlight departments, and instead of having FAQs we have a video to talk about what they do,” one CU said.
- “We bring an ice cream truck to all different branches, and invite members who happen to be there in, too,” one credit union said.
- One small credit union in Louisiana said that to resolve demands during the final two weeks of every year when all employees want time off for the holidays, it has created a “Camp” in which it brings in interns to tend to employees’ children, and during which it has a skeleton crew of employees who are on flexible schedules and half-days but who are paid for a full-day of work.
- Another credit union said it hosts “Welcome Aboard” parties for new employees in which all employees are to participate and for which it brings in food. Staff get to wear their “All In As One” t-shirts, while new hires get Welcome Aboard gift bags and their manager takes them to lunch. The new hires also do a meet-and-greet with the executive management team, and spend time with the CEO.
- Saying no one likes to come to work on Monday to face a meeting, one CU said it has a policy of “No Meetings Mondays.” Instead, it has a waffle bar.
- One credit union offers “Heart Hours,” which are three hours per quarter allotted to employees to do anything “near and dear to their heart.”
- One CU has an internal food pantry stocked by employees. When managers hear of someone in need, they are able to respond.
- Every other month, one CU said it hosts an internal “Top Chef” contest, in which it gives employee teams ingredients and has them make meals. The same CU has also had “Human Hungry Hippo” games and set up an inflatable obstacle course in the parking lot for staff competitions. Our employees compete in Corporate Games, 14 Olympic events against other companies of about the same size.
- One CU said it hosts each month an “Anniversary Happy Hour.” If an employee was hired during that month, they go with the senior management team to lunch where one rule is no talking about work.
- Another CU shared that it has an internal recognition program where employees recognize other employees who go above and beyond in helping other employees or members, and both get a $5 gift card.
- One CU said it offers auto detailing services to employees at the office.
- An Illinois CU said it uses the Best Upon Request employee concierge service in which the concierge helps run errands for employees who don’t have time during the day. This can include getting gas in a car, picking up items for employees and more.
Best in class employee cultures outside of credit unions that were cited by Prestil included:
- Zappos. “Any open hallway is covered with notes that say, ‘I love working at Zappos, because…’ They have a ‘Wizhes Wall’ that is sort of a mini Go Fund Me. They do things to make sure their employees are jazzed and engaged every day.”
- REI. “REI uses social media to conduct company campfires, which is consistent with what they do. It fits their culture. Employees get 5% to 15% of base pay in annual profit sharing. Fifty percent of public transportation is repaid. Employees also get two days off paid each year to either volunteer or just because they want to get outside.
- Nordstrom. The company offers adoption assistance and six-week sabbaticals, among other perks.
- The Container Store. “They actively solicit input from customers about specific associates who went above and beyond and provided outstanding service. February 14th is ‘We Love Our Employees Day.’ Customers actively provide testimonial after testimonial. Every employee gets a gift.”
“One of the things important in my mind to employee recognition is to personalize it,” said Prestil. “One of easiest way to do that is get 3x5 cards and make sure every manager has a card for every employee. Have the employee tell you what they like? Do they like chocolate, what are their hobbies, do they like to be recognized in front of people or just with the manager?”
But HR and OD execs must ask themselves a question, too, said Prestil. She calls it the “Magic Engagement Question.”
“Ask, ‘What’s the one thing we could change that would help you be more successful at your job? It doesn’t invite a laundry list of complaints. It’s the one thing, and when I’ve used it some of the things that came out of it were so simple they shocked me,” said Prestil. “I would have never known. Your goal is not to feel better about yourself. Your goals are to get a better idea of where the true pain points are that need to be addressed, and get new ideas on ways to improve processes. An employee or manager who feels heard feels like you care about them as a person and about what they are doing.”
Even if the employee’s feedback isn’t feasible Prestil said it’s important to let the employee know why.
“The end-game is that performance improves, loyalty and trust increase, and collaboration within and across teams improves,” said Prestil.