The Benefits of Recognising Your Team Success & The 3 Rules of Celebration

Have you, as a team, raised a glass to last month’s successful efforts? Don’t forget to celebrate you and your team’s success for the sake of improvement in team spirit and performance. There are several reasons why you should be recognizing team success if you aren’t doing so already. But first things first, what is success? Have you, as a team, raised a glass to last month’s successful efforts? Don’t forget to celebrate you and your team’s success for the sake of improvement in team spirit and performance. There are several reasons why you should be recognizing team success if you aren’t doing so already. But first things first, what is success?

How do you define success for you and your team? Is success making $50,000 in revenue in the previous month? Or is it a 60% year-on-year growth in terms of sales? Or is it winning an industry award? These benchmarks could be identifiers of success, however, success does not always have to be something that involves money or a long-term effort.

You should celebrate success whenever you achieve a goal. Short term objectives count. Personal efforts also count when the achievement contributes to the team’s common goals. Basically, everything that gets done and contributes to the mission of the team, is a team success.

For example, one of your customer support staffers goes an extra mile to satisfy a client. The client leaves a positive feedback regarding her service. You should definitely acknowledge her efforts and at the same time, you should encourage her to share her story with the rest of the team. Success sharing and celebration are both important. Both are extremely beneficial for team performance and should not be taken lightly.

Why should teammates share success stories?

Success stories can be very helpful. They are the practical tips others can adapt in order to solve similar problems. For example, a member of your customer support team gains an exceptionally high level of customer satisfaction because she works out an ideal flow to deal with inquiries and follow up with customers. Others can learn from such a workflow. Encourage her to share the best practices to benefit the whole team’s performance.

Besides, success stories are a great source of inspiration for others to excel. Think about why you read biographies of successful people in various fields from politics to arts. Not all the tips you come across are applicable to your personal and professional life, however, you are inspired by their strong will to excel at what they do and their passion to make a difference. Such aspiration is likely to affect you more if it comes from people you know and whose work you value.

Sharing stories helps strengthen your team as they become more and more familiar with one another. For example, your manager knows which skills your sales agent excels at and what inspires her. She will find out the best way to work with her in the future. As an owner/manager, you will also find it much nicer to supervise a close-knit team.

Why should everyone recognize everyone else’s success?

Recognizing success is very powerful. Peer recognition brings fulfilment because it reinforces the meaning of one’s hard work. When you show your respect to one’s achievement, you are likely to boost his or her self-esteem, which is the second highest need of a person according to Maslow’s hierarchy.

Moreover, a manager can motivate an employee a great deal by showing gratitude and appreciation towards his or her accomplishments. This motivation will make it more likely for the employee to work harder and be inspired to contribute more and more to the team. Mutual respect creates a stronger relationship between team members and increases the level of loyalty.Recognizing both individual and team achievement helps build a sense of solidarity and identity for the whole team.

How to share and celebrate success

The story

Sharing success is like telling a story. You want to tell a good story that has an impact. You want to help and inspire people to achieve their own goals. Here are some tips for a good story.

Focus on useful content 

You want your audience to take home practical tips. Think of the exact step-by-step process that you have taken to achieve a goal. Share these steps as a tool to solve a similar problem.

Be inspirational and authentic.

You want to inspire your audience to gain something for themselves. Think back to the obstacles, especially mental blocks, and how you overcame them. A story that talks to one’s feelings tends to have a stronger impact in the process of being remembered.

The celebration

As manager, you should take time to celebrate employee achievement. Show them that you do not take their hard work for granted. Besides, it is helpful to create an environment where teammates can easily recognize and celebrate each other’s success. Here are some tips for you, as manager, to make a positive impact with recognizing employee achievement.

Do it soon  

One rule for recognition is the earlier, the better. As a manager, you should always know what is going on in your team. If your employees do something great, you should be the first to notice and congratulate them. Give them a handshake or high five as soon as you can. An official congratulations or a bonus can come later, but there is no reason why you should wait to say thanks to an employee for his or her hard work.

Make it public

A public recognition is much more impactful than a private one. You don’t have to put up a stage with flowers and stereo sound system every time, but a compliment in public is far better at boosting one’s esteem than one sent via an email or even 1-on-1. A celebration only feels like a real one with a crowd. That is why we gather for fireworks to celebrate a new year or a national holiday. As manager, you could hold weekly meetings (e.g.15 minutes of heroism) to make success acknowledgement official and public.

Add a bonus or a token gift 

A high-five or a handwritten thank-you note is great but more is in order in many cases. Rewards and hard work often go together. Depending on the level of achievement, a certain form of reward is due.

Rewarding your employees is important, but you should learn to do it appropriately and perhaps in a creative and authentic way.

Rewards can come in all shapes and sizes, and can involve cash or non-monetary rewards. Traditional rewards often include a monetary bonus or a pay raise. Inarguably, most would be happy and motivated with a bigger pay check, however, there are rewards that can be just as effective that will cost the company far less. To name a few ideas:

• A day-off pass to use for extra time off or flexible hours
• A nice, long lunch to celebrate the achievement together
• A voucher from a fine restaurant in town
• A massage gift card
• A one year Spotify subscription

Do you have some good ideas? The key is to link a reward to the employee and his or her accomplishment. For example, a junior salesperson reaches a milestone of the first $10,000. A pen holder made out of the number 10,000 to be put on his desk would be a nice gift because it will remind him of his achievement every day. Go an extra mile to find out what your employees like, what their hobbies are, and what they are passionate about. For example, if an employee likes reading, a book signed by his or her favourite author could make a great gift. Personalizing rewards shows that you not only care, but will go the extra mile to make sure your employees feel recognized.

In brief

Building a great team is a challenging job. You should take pride in your team’s success by taking the time and effort to celebrate it. Whenever you achieve a goal, acknowledge your appreciation in a timely and public manner. In addition, don’t forget to give a reward or a token gift. Recognize employee achievement and you will reap the rewards from their motivation and loyalty.



Managing Change – Three Ways To Manage Change In Your Business

Any business that is serious about innovation and growth will have to master the ability to manage change because innovation will always lead to change. Before we get into the five points of the article, it’s important to provide a little context regarding change management in business and why it is such a huge area for improvement.

A PwC Report in 2013 from the Katzenbach Center with over 2,200 participants from various levels of business highlighted that the global success rate of major change initiatives is only 54% and 65% of employees feel pressured to adapt to too many changes at once. Already we can see that managing change is a difficult process as just over half succeed and more than half of employees feel pressured by change. Furthermore 48% of respondents stated that their company’s lacked the skills to ensure that change could be sustained. While an astounding 44% of survey participants reported to not understanding the changes they were expected to make. With these seemingly damning results the conclusion from the report was that any change management process should focus on being culturally driven from the top down and should be characterised by open communication and clear purpose.

With this information in mind here are three ways to improve your ability to manage change successfully in your business.

1. Drive Change Through Culture

In the Katzenbach Center report it was outlined that 84% of respondents believed that an organisation’s culture was vital to the success of the managing change. What this points to is that it is vital when aiming to make any long term changes within your business to consider the culture of your organisation and to understand that any significant change will be affected by the culture. With that being said a great way to try to drive change with your culture is by getting your employees excited about the changes by outlining their personal opportunities for development and growth during the process. Nothing motivates people more than showing them the personal benefit in what they are doing.

Another approach that could be used is to create a ‘Cultural Change Board’ to help drive change. This board would be made up of key individuals within your business who hold influential positions and importance to the culture of the company. While the owner or director and managers may be driving the strategic implementation of the change, this board would help get the rest of the employees on board. An example of individuals that might be a part of this group could be an individual who has great personal relationships across the whole business; this individual could be asked to get the others excited about the transformation by talking about its benefits. Another individual might be a long term employee who can add some perspective on how the employees and business are going with the transformation to the executive and managers. Another individual might be a young, innovative manager who is typically known as an ‘ideas’ individual. All three members of your ‘Cultural Change Board’ should liaise with management to convey the opinions and feelings about the process transformation. This technique not only opens up a strong line of communication between the staff and management but also helps to more firmly connect the change to the culture, as other employees will see these influential staff members as willing participants. If you can successfully use your businesses culture to drive the changes you want to implement your chances of success and long term adoption increase significantly.

 2Role Modelling From The Top Down

This step of the change management process seems to be very simple but its value cannot be overestimated. It is imperative that from day one of the transformation process that the desired process changes are integrated into the daily processes of all relevant employees. This goes from the most junior floor staff all the way through to the director or board members.

Role Modelling of the new processes in manager and staff daily routines has a twofold effect. Firstly employees that see their leaders undertaking the process changes will feel inclined to participate themselves. Seeing your manager or director undertaking the proposed changes creates a personal accountability for the changes in each employee. The second effect is that employees that see others undertaking the new changes in their daily routines will have a support network to draw upon. If individuals are unsure of how to execute the process or change they need only look at their neighbour and mimic their execution.

Obviously this point is very self-explanatory but the impact of not holistically carrying out the changes across all levels of the business cannot be overstated. A lack of consistent engagement with the changes will kill the transformation very quickly.

3. Fully Engaging With Change

Engagement with the proposed changes goes beyond simply telling employees to undertake the process changes or modelling them yourself. Engaging with change is a process that is enriched by structured communication. Some businesses when undertaking significant change will hold large ‘Town Hall’ style meetings. At these meetings employees from all levels of the company are invited to discuss how the changes would impact them.

Another method of opening up communication and increasing engagement would be to host IC (Innovation and Change) Meetings where a smaller numbers of employees would meet with their direct managers and discuss how the changes impact them, how they (changes) will help them and talk about how they will go about implementing the changes. These smaller meetings are great opportunities for management to get a feel for how their employees are dealing with the changes and to get a macro view of the transformation process.

A fantastic idea for managing change that was used by a global publishing house was hosting an Internal Change Fair. This fair basically brought together all the various departments and management teams to produce a short presentation or display that highlighted how the changes were being introduced and managed going forward. It provides a great way for individual departments to showcase innovative thinking and for driving change by making it slightly competitive amongst employees.

Change management is vital to any evolving small-medium enterprise; never forget that change starts at the top and that most people struggle with it. The role of the manager is to facilitate the easiest pathway for their employees to adapt.

Innovation In The SME Environment: Success As A Workplace Culture And Hurdles To Innovation

Rather than being ‘nice to have’, innovation should be a vital element in the way SMEs conduct business, collaborate and deliver to their customers.”
Joined-Up Innovation: Culturing Success, p. 3; Pip Marlow (Managing Director – Microsoft Australia).

Part 1 – Barriers To Innovation For Laggard and Cruiser Companies
Just as Pip Marlow stated in the research paper preamble we at Resurg firmly believe that innovation should be at the heart of business practice. This is part of the reason that we strive to offer our clients services that will innovate their business practices and provide tangible results. We do this by offering our business coaching and work groups services that offer business owners opportunities to discuss and implement best practice and innovation with the help of experts and their peers. On top of this we also aim to arm business owners with the data and information they need to drive change and improvement in their business through our benchmarking and dash boarding services. That being said enough about us; lets talk about how workplace culture and purposeful strategic decisions can encourage and discourage innovation and growth.

In the Joined-Up Innovation: Culturing Success research paper Microsoft surveyed and interviewed over 500 SMEs and their employees. This research made them categorise 33% percent of the sample as Leaders in innovation, 43% percent as Cruisers and 24% as Laggards. These numbers while just a small sample of the Australian SME environment highlight a surprising fact, innovation is actively pursued in 76% of companies interviewed. What this means is that just wanting to innovate and having an idea or two isn’t setting you above the curve, in fact it makes companies just average. So if that is the case let’s talk about the differences between Leaders, Cruisers and Laggards as Microsoft characterises them and how they can transition between those categories.

The Laggards
Microsoft characterised a Laggard as any company that had little to no desire for innovation. These companies may be profitable and they may even have a modicum of success which gives them little perceived incentive for innovating. That being said three common factors holding the laggards back were:

  • A lack of trust between employees and leadership,
  • Business structures that are linear and traditional
  • A sense of apathy.

To begin with let’s talk about the Laggard’s lack of trust. This element is primarily to do with organisations not trusting their employees expertise and as a result not allowing them to think creatively and critically to find new solutions for fear of failure or detrimental impact. Not allowing employees time or resources to explore ‘out of the box’ solutions diminishes their self perceived value in the workplace and makes the culture of the organisation potentially one of blame sharing. What this means is that when something goes wrong (And they will when innovating!) people produce excuses out of fear rather than taking ownership and creating solutions. This lack of trust can only truly be combated by fostering an open and communicative workplace where experimentation is encouraged and where all ideas are considered and valued. A method to encourage this failure free and open environment could range from providing an employee ‘suggestion box’ to holding team or company meetings where problems and goals are discussed.

The second issue regarding linear and traditional business structures is really about companies failing to allocate resources for innovation.  What this usually looks like in companies is that budgetary funds and personnel are often given to those individuals or departments that are purely assessed on KPIs. Often these business structures will have a very top down organisation where upper management dictates methods and means for staff to fulfil their jobs, diminishing their expertise. It is often the case that these traditional structures mean that money and resources are often dedicated to purely short term benefits (current deliverables) and not to providing or improving long term benefits (future deliverables). This cultural and structural issue links directly into the last barrier to innovation within Laggard organisations which is a deep residing sense of apathy. Two methods of fighting this particular barrier is to experiment with flat and more transparent management structures, where there are high levels of communication between leadership and staff. The second method that might work is simply creating a metric or policy where small amounts of time are dedicated to innovation or self reflective job journaling. Many large and highly successful multinationals especially within the technology sector now provide employees with up to or more than an hour a day of time to work on personal projects they think might benefit the long term goals of the company. One such company that employs this non traditional business structure is Google, a company that does not suffer from apathy for innovation, that is for certain.

It is the apathy for innovation which can be most difficult to remove from a Laggard company. This is for the simple fact that it requires not only changing employee’s mindset in regards to their roles but also changing the psychology of the leaders of the company. The apathy is created when the leadership of the company and its staff see no reasonable incentive to innovate (profit or reward) and they only perceive potential negatives at attempting to innovate (fear of failure and loss of resources). This barrier would be most aptly described as the “If it’s not broken, don’t fix it” barrier. Companies that operate with ‘relative’ success or profitability, control a niche market or demographic or are simply small will often suffer from this mindset. In fact it was found in regards to company size that from the paper only 35% of businesses with up to four staff conducted innovative activities in comparison to 63% of companies with 20-199 employees. These relatively successful, niche and smaller companies are missing out on potential revenue by not looking to grow and improve their services. While apathy is difficult to cure especially if the ambition isn’t there it can be diminished by simple things such as incentive programs to reward innovation.

The above summarises the major barriers to innovation for companies that have little to no interest in innovation based off Microsoft’s research, which was a minority. The largest group in the study the Cruisers face interesting challenges in their own right.

The Cruisers
While the issues of the Laggards may seem difficult even ‘successful’ innovators are faced with issues, in particular the issue of delivery.  The Cruiser companies were characterised as having significant interest in innovative practices and may even have significant plans or ideas for the business underway but struggle to execute those plans (For the phases of development for working on an innovation project read this article). The reasons that the Cruiser’s innovation and changes often fell apart were broken down into three specific issues, which were:

  • Issues with the delivery pipeline
  • A frightened workplace culture
  • A lack of transparency and stability for employees

The first barrier regarding issues with the innovation delivery pipeline was characterised as often being due to the lack of resources and commitment. To use an old adage, the Cruisers very rarely gave it “110%”. Companies that were branded as Cruiser’s often showed an unwillingness to divert resources and expertise from regular workloads and projects. They did this often because they saw only the maintaining and growing of their traditional incomes as the priority for their business models. Inextricably tied to this particular issue is the second issue regarding a frightened workplace culture. This is twofold in that it pertains not only to employees being afraid of making mistakes on potentially costly innovative undertakings but it also relates to leadership being afraid to potentially sacrifice staff and income for “potential” long term gains from ‘risky’ innovative activities.  Companies that do not surmount this one-two punch of unwillingness to commit and being afraid of failing are often eventually relegated to being Laggards, as each successive failure or budgetary blowout for a new project is seen as evidence for the failure of innovation rather than a price of being cutting edge. This then slowly but surely entrenches the “let’s stick with what we know” mentality which eventually coalesces into a deep abiding sense of apathy.

At the end of the day an unwillingness to commit and a fear of failure on a companywide level can only be combated by two things; courage and planning. Any successful innovation project will only occur if it is planned, evaluated and implemented at a high level in a holistic and macro level. As to the courage part of the solution the answer is both simple and terrifying, as Winston Churchill the famous British politician said “Success is not final, failure is not fatal: It is courage to continue that counts”.

The final barrier to innovation within Cruiser organisations from the research report is both a structural issue and a cultural issue. Employees who lack an understanding of how their roles fit into the overall strategic mission of the company or project will not feel a sense of purpose or assurance of job security. By communicating to staff the objective of any innovative undertaking and creating a clear picture for staff that they are vital in that undertaking companies are opening up a number of positive opportunities. Firstly they are confirming for staff that they are necessary and valued team members whose work has greater meaning to the company other than immediate deliverables. Secondly they are providing employees with the ability to not just look at their tasks in a micro and isolated manner, they are allowing them to look at the whole problem and potentially use their prior knowledge and expertise to solve the much larger problem or objective. Indeed some of the greatest innovations can come from employees being given greater understanding of a company’s strategic plan and allowing them the job security to explore solutions to problems without the threat of being fired or reprimanded for it. One example of this in the business world would be Google’s recent development of an interface that allows users to determine if their house is a good candidate for solar panels. This was a side project by a engineer who saw that Google wanted to expand their environmental engineering contributions and used his knowledge of their mapping technology to make this possible.

So now that you know what the Laggards and Cruisers within the domain of innovation look like, let’s have a look at the Leaders. In the next part of the article we will be briefly outlining some of the strategies used by those who Microsoft characterised as Leader’s of innovation.

Part 2 – The Leader’s of Innovation

So far we have talked about two of the major categorising groups presented in Microsoft’s research into innovation; these were the Cruisers and the Laggards. From now on the article will be focusing upon talking about what makes the business practices and workplace culture of the top innovators (Leaders) so successful. The Leader’s in the research paper were characterised as being companies who are actively innovating within “dynamic and open workplace cultures” (p. 7). The paper further characterises Leaders as those who have an awareness of the need to innovate, a drive to innovate for the betterment of their customer outcomes not just their profits and those who have the internal structures and resources to effectively collect and deliver on ideas from staff and customers. With that brief explanation out of the way bear with us as we explore the often nebulous and tricky world of navigating and managing and implementing workplace culture and strategies to foster success and innovation.

Whenever any business writer or consultant is looking to talk about workplace culture there are always a number of reactions these range from boredom to confusion or frustration. All of these myriad of reactions are due to the fact that workplace culture is one of the most integral factors to a business’s success and it is also one of the hardest to manage and change. Now rather than begin with a rather wordy and over complicated explanation of what an innovative workplace culture should look like, I’m just going to present some deceptively simple dot points and then discuss them. So without further ado here are just seven of the most vital elements to a workplace culture as displayed and reported by Leader’s within the SME environment in regards to encouraging success and innovation:

A SME that is characterised as a Leader of innovation will possess a culture that is/has:
1) Non traditional leadership and communication hierarchies

2) Open communication pathways

3) No fear of failure

4) Flexible work agreements and conditions

5) A business vision that is clear to employees

6) A clear innovation project planning pipeline from start to delivery

7) Employing creative and team friendly staff

All of these elements are integral to fostering a work culture which will maximise a company’s ability to safely and successfully innovate their business practices and as a result improve outcomes for themselves and customers. With that being said some of those strategies are exceptionally broad and business owners may find it confronting when planning how to enact those changes in their businesses. With that in mind the next section will now be seven dot points which will provide one suggestion for fostering that change in your business. Some of them may seem simple or even familiar  as they may have already been discussed earlier in the article or in previous articles here.

1) Flat management structures or micro structures where the staff roundtable ideas and planning with leadership. This is an innovative structure popular with smaller companies as it reduces middle management and facilitates more efficient and healthier communication with staff to those that dictate company strategy.

2) Daily or weekly micro meetings discussing objectives, goals and problems; these meetings should be upon supporting collaborative problem solving. These meetings should also be held relatively informally to foster a safe and relaxed environment to brainstorm and problem solve within. Lastly and most importantly staff should feel free to express ideas as there is no such thing as a bad idea as one of my old university lecturers was fond of saying.

3) Always start any brainstorm or problem solving meeting yourself with an idea or a question for the other members. This will engage them and show yourself as an active participant rather than a judge. It is also important to use the time tested positive-negative-positive system when providing feedback for ideas. This method will diminish the self esteem hit staff will take if an idea is off target or disruptive. It is also important to not shut down that member if possible but offer them a means to save face by posing your improved suggestion or redirect as a question that is seeking their opinion.

E.g. “Your idea for improving sales speed is great because it….But it doesn’t really take into account “X”…That being said perhaps we could move from that and look into “Y” to improve the process?,  What do you think?”

While this may seem like a lot of work the value of having staff who aren’t afraid to share their ideas cannot be underestimated.

4) Allow staff to telecommute or work at flexible hours if appropriate. For example letting employees telecommute or allowing early leave on some days for appropriate reasons can be an easy way to foster positive relationships and to motivate employees to work at optimal levels, just make sure you monitor their performance as normal.

5) Include staff of all levels in your broad strategic planning and objectives outlining, obviously they don’t need to know everything but breaking down what’s pertinent for your staff will help them identify their wider role in the company and potentially boost productivity by granting clear meaning to their work.

6) See this article

7) Aim to have a diverse workforce. Injecting some young staff fresh from high school or university while initially presents a training cost due to their inexperience it can lead to real gains from their technological knowhow and fresh perspective.

To read the original Microsoft Joined-Up Innovation: Culturing Success report go to:

Business Trends of 2015

In 2015 there have been a significant number of new and revisited trends within the business world. These trends are particularly focused around how businesses are structured, how employees approach employment and the business environment. Here is a list and brief outline of nine prominent trends that have seen growth this year:


1) There has been a larger number of Australian’s participating in some form of freelance work than ever before. This work may be on top of their normal nine to five or it may be making the shift to contracting or business ownership. This trend is not only occurring in the younger generation of workers (Gen Y) but also among the Baby Boomers. The Gen Y workers are not finding fulfilling employment opportunities or stable contracts so they undertake freelance employment as a means to improve their work situation. The Baby Boomers on the other hand are tending to freelance for flexibility, to reduce stress and to offer them more control over their lifestyle.

Self Directed Professional Development

2) The issue of skills shortage and a lack of employee training opportunities has been around for a long time however lately  more employees are being forced to look for development opportunities themselves. Professional development should be a priority for both individual employees and across the whole company. The ideal workplace would have staff looking to further develop their skills who would be supported by their employers to achieve those development goals.

Dynamic Working Environments

3) The modern business is no longer based in the nine-five, office environment mentality. With the advent of budget national airway carriers and the technological advances in communication (Skype, whatsapp, cloud based programs) the modern office is one that is constantly moving. Employees are now flying in and out of offices, Skyping into work, working remotely from home, working while on the road or while visiting clients due to the connectivity and mobility available to them. This has made the workplace a dynamic and fluid environment that isn’t constrained to one location or a certain time. Flexibility is the buzz word of most modern work environments.

 The Young Upstarts (Youth Management)

4) Young people are more often feeling driven to enter into management roles earlier in their careers. Long gone are the days where employees would wait for an opportunity later in their career. Twenty something’s and those in their early thirties with the increasing costs of living and competitive working environment are looking to take on more responsibility faster. This drive to be a “boss” is a contributing factor to the large increase in freelancing in particular from younger employees.


5) The business world has pivoted even more so towards internships in recent years. More and more businesses are offering positions to fresh graduates or currently studying individuals either paid or unpaid. This trend has occurred due to a convergence of factors such as; the approaching retirement of the baby boomer generation, the need for more technically adept employees and the financial benefits interns can provide for a business. Internships will continue to grow in the year and years to come, particularly within the technology, financial and consulting services (though they have been a staple of those industries already for years).

Hiring: Social Media As A Tool

6)More people are beginning to realise that using social media to research both potential employees and employers is a must. Countless individuals and companies don’t realise how much of their personal life, personality and nature is available online to anyone. While social media searches can help employers narrow their hiring candidates it can also help job hunters see what they are getting into. With that in mind more and more companies are developing specific strategies and procedures for their social media for both the company and employees. Look for more directed and targeted policies that look to attract potential employees in the coming months and years.

The Open, Bright And Collegiate Workplace

7) The dominance of the traditional office environment is almost certainly coming to an end. More and more prospective employees are looking for businesses to work for that offer comfortable, modern and collaborative working environments. Companies such as Google, Acuity, Lego, Fujitsu, Facebook and others are leading the way with working environments that are designed to embrace modernity and foster collaborative working relationships. The days of the cubicle or shut in office are almost gone, say hello to the colourful, engaging open plan or pod styled offices of tomorrow.


8) In today’s business environment people sacrificing their already limited free time seems to be unlikely however recent trends are actually proving this to be false. Employees are becoming more and more involved and excited by opportunities to volunteer their skills or time to charitable works and programs. Offering these opportunities to employees has a two fold impact, firstly it provides your employees with a way to feel good about their work by having a positive and selfless impact and secondly it gives the company greater exposure in the wider community. Businesses can undertake volunteering or charity programs through pro bono work, donations or through participation in events for charity such as completing Walk For Life, Seven Bridges Walk or even the more challenging Tough Mudder.

 Not So Fancy

9) The idea of casual Fridays has been around for a long time but today, it’s not so much casual Friday that is becoming more prevalent but more like casual Monday – Friday. Businesses are finding that employees who are more comfortable at work produce better results. For smaller businesses allowing your employees more comfort in the workplace while maintaining a professionalism that suits your industry is a balance you must try on. It isn’t just technology companies that are moving towards the casual wear offices and workplaces, get on board before your ties, tie your hands and you are forced to change!