hello@purplecubed.com
177 - 178 Tottenham Court Road, London W1T 7NY

Contact us

Contact us

Sign up

Sign up

Sign up

Sign up

Download

Apply

Please fill out the form below, giving us 10 reasons why you think you're right for the role

Take our survey

Groundbreaking research: Employee Engagement - have your say here - plus the chance to win an apple watch, just in time for christmas

Request a Demo

Request a Demo

Request a Demo

Connect with us

Blog

Sign up to our newsletter for moreSign up

Blog

Blog

How to improve people performance through technology

It seems as though everything is available online now – either that, or through a phone app. Technology continues to change the way we live and work at a rapid pace, streamlining processes and helping analyse situations faster, better and more comprehensively. This has been of huge benefit for people performance. HR professionals, managers and business owners can now view a full perspective of the situation within their businesses at the click of a button; witnessing clear returns as a result. Here’s our top three tips for using technology to improve people performance in your organisation. Click here to read this article in full

This article originally featured in University Caterer.

Read More

Purple reign

Jane Sunley FIH, the CEO of HR experts learnpurple reflects on ten years running her own business and what's behind her drive to succeed.

This article originally appeared in Hospitality magazine. To read this article in full click here.

Read More

It’s time to talk – Jane Sunley discusses leadership: part four

This article originally featured in Caterer and Hotelkeeper.

In the final part of a series of extracts from Learnpurple's book, Purple your People, the author and company CEO Jane Sunley explains why communication is so vital to employee engagement and becoming a great place to work 

We could have written a whole book on communication (and may actually do so...) and still have more to say on the subject. Instead we condensed this into the key areas; even then it's still the longest chapter of Purple your People.

According to Wikipedia, communication is the activity of conveying meaningful information. Sounds simple doesn't it? Yet in our experience, most employee opinion surveys would have communication ranked as one of the top areas for improvement. Why? Because very few organisations know how to get it right, and keep it right.

If you asked any employee how they'd rate internal communication in their organisation, on a scale of one to 10 (with 10 being brilliant) you'd be lucky to raise a five. People want to be involved and consulted, not just on the receiving end of "telling"; and this is where organisations are falling short. With new generations entering the workforce; having a voice and being heard are becoming more and more important. People now want to be able to influence what's going on around them and have a say; adult-to-adult relationships which work on a basis of ongoing, two-way communication.

Getting communication right is not difficult; it does though take time and effort and is always a work in progress. This is why so many businesses are put off investing in it. However, getting it right can have a considerable influence on motivation, engagement, performance, productivity and, of course, the bottom line.

For too many years organisations have been able to get away with poor levels of internal communication. In the past, employees were happy to keep their heads down and focus on their work. Now, as generation X and Y filter through businesses, having a voice which can influence both personal progress and the work environment is fast becoming expected and a key requirement for staying.

Employees also need to have the information to enable them to deliver an excellent job, remain inspired and understand how they are doing. This is all fair enough, but with everything moving so much faster than even five years ago and the challenges of daily business life increasing, for many it seems impossible to keep everyone up to speed with what's going on.

Our big picture take on this is for managers and leaders to stop making the decisions that influence people's lives in secret and start valuing and trusting their teams enough to keep them openly in the picture. So instead of sitting behind closed doors in the boardroom deciding stuff, then doing some telling and expecting information to cascade downwards (through that often murky middle-management layer), we believe it's better for leaders to consult and involve people from the bottom-up. This way they will always know what's going on and will be much more likely to buy into the decisions being made. And it's often the people who are doing the "doing" who have the best ideas - ideas that can boost sales and the bottom line or save you lots of money. So why would you not access this valuable "free" resource?

As fewer people aspire to hold management and leadership positions, it's going to become more important to enable the workforce to become more self-managing with better decision-making skills and authority. At Learnpurple we call this "freedom within a framework" and it works like this:

1. Make sure the big picture goals and strategy are clear to all

2. Decide the non-negotiables

3. Make sure your values are firmly embedded and part of daily life - they are your police force

4. Leaders must "walk the talk"

5. Ensure people are clear on roles, responsibilities, targets and metrics

6. Measure outputs instead of inputs

7. Define resources and budgets

8. Decide how the consultation process will work and what sort of things require formal sign-off

9. Make sure support is always available and people know how to access it

10. Be prepared to accept change, different approaches and new ways of thinking

Employees want good, clear communication and to be kept in the loop - especially when it comes to decisions which will impact their role, teams and even families. The only way to fulfil this desire is through effective communication which comes from clear planning. It's an age old cliché - fail to plan and you plan to fail. You can make planning simple by thinking things through into "virtual bullet points". To get you on your way we'd recommend you consider the following at the very least:

Who? 

Think about your audience. Whether spoken, written or otherwise, communications have to be crafted with the recipient in mind. Use language they'll "get" and think about how best to "sell" what you're saying, asking or consulting on. Use examples and stories to make it real. Think also about who's the best person to do the communicating. How can the message be delivered consistently and to all who need to know it?

How? 

What is the best method to communicate the message? Is it through e‑mail or would it perhaps be better received at the morning team brief. Formal or not, clarity is key - so consider what you actually want to happen as a result of the communication and what it is you really want to say.

When? 

Timing of communications is critical so pick and choose the times to send out messages. Allow adequate time to deliver and receive a response and if you need to move fast, particularly when the message may be difficult to deliver, do it.

Outcomes 

You should know what you want the result to be from the communication and put in place a way of measuring so next steps and follow-up can easily be actioned. How it will be measured should also be clearly communicated enabling people to know they're "there". And when seeking opinion, make sure feedback is listened to and acted upon - there is nothing more disheartening and disengaging than an individual taking time to offer their honest opinion only for it to be ignored.

Time to act

The time has come for organisations to up their game with communications. Businesses do not employ children, they employ grown-ups who have mortgages, relationships, children and out-of-work responsibilities, activities and talents like you wouldn't believe. So trust, respect, consult, listen, learn and be amazed.

Read More

The Liked Manager

by Phil Clarkson, learnpurple Associate

Throughout my career I have met, developed and worked with thousands of managers from all types of organisations. Many have inspired me, however there are some who left no impression on me; as a r

Read More

Everyone has potential – the trick is to unleash it

Jane Sunley, CEO learnpurple

Normally I avoid writing about home stuff however there is an important point to be made for the whole of ‘team UK’… so stick with me. Last weekend I spent most of my time helping a 13 yea

Read More

Appraisals without anguish

It is that time of year when many companies gear up for annual employee appraisals. Yet the mere mention of a performance review leaves many workers shuddering at the thought of what they might hear, especially in this uncertain economic climate. 

One issue is that many do not believe they are evaluated fairly in appraisals. In the US, a majority of employees – 51 per cent – said performance reviews were not an accurate barometer for their work, according to survey results published in April by Globoforce, a company that is co-headquartered in the US and Ireland and offers employee recognition software programmes.

So-called 360-degree feedback is one of the many talent-appraisal tools that have been receiving more attention lately, and advocates argue that it can be more effective for capturing exactly how well an employee performs.

This article originally featured in The National. To read in full click the below link,

Appraisals without anguish

Read More

Want to find out more?

Contact us for an informal chat