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Do you have a strong company culture? Does your staff, from top management to the newest employee, share common values and goals? Or is there a distinct lack of cohesiveness or identity in your company?

When everyone in a company believes in the same vision, whether it’s making the very best dog biscuit in America or putting a space ship on Mars, and feels needed to do their part to make that happen, there’s a sense of pride that cannot be overstated.

Apart from vision, pride and values, companies with strong cultures also tend to be honest with employees, sharing both good and bad news. They demonstrate that all employees are equally needed and important. They allow creativity in approaching how to do their jobs. And they celebrate when good things happen. All of these factors make good employees better, and attract the best people.

It doesn’t even matter how large or small your business may be; if you don’t have a strong culture, you’ll hurt your chances of keeping your best employees and attracting the strongest candidates. A strong culture can also make the hiring process easier, such as when an otherwise promising candidate shows signs that he or she won’t fit into the company’s culture. It’s much easier to pass on such a person, than to hire and find out that it was never going to work out.

Your company culture could be attracting talented people—or turning them off from the start. Take a look at yours and make improvements where you need to. Start with easy-to-implement changes, and ask employees for their suggestions and input. In fact, that’s a great way to immediately improve your company culture.

Lots of couples meet at work. It’s inevitable: when you put people in a closed environment, where they see each other every day, sparks will start to fly. But not all office romances survive, which can be problematic for employers.

Sometimes it takes a bad experience for companies to decide they need a dating policy, whether it’s a strick no-dating policy or just some guidelines for employees, should they choose to date each other (which they will inevitably do, even if it’s an official no-no).

Here are a few ideas for dating policies that many employers find effective:

• No interfering with work: Especially when a relationship is new, employees who are dating will almost always allow it to affect their work. They may find new ways to see or talk to their love interest throughout the day, send distracting emails, or sneak away for romance. It’s not fair to other employees to have to pick up the slack. And lovebirds who attend meetings together can make others uncomfortable if they are obvious about their relationship. Emphasize to employees that if they date a co-worker, they may not allow it to affect their work or that of their peers.

• No dating between supervisors and their team members: It’s never a good idea for managers to date their subordinates because it puts the company at risk for legal action. That alone is reason to ban it. In addition, bosses could show favoritism to their loved one, or worse, treat him or her badly in an effort to avoid favoritism.
  
• No sexual harassment allowed: Allowing dating is not the same as encouraging it. Operating in a free-for-all type of atmosphere could give employees the impression that any sort of sexual behavior is okay in the office. Having a zero-tolerance policy concerning sexual harassment will go a long way to defining expectations.

Employers may not be able to prevent workplace romances, but they can try to control them as much as possible, to save the company loss of productivity and reduce risk of legal action.

As we said last week, the workplace is changing fast. Not only is technology changing the way we work, but new generations of workers are bringing new abilities, as well as some different workstyles, into the workplace. Baby boomer and Gen Y bosses and supervisors are sometimes surprised by the behavior exhibited by the Millennial Generation they are now working with.

Some see a distinct lack of professionalism—at least as they would define it for themselves: regular attendance, punctuality, honesty, working until a task is completed well, interpersonal skills, appropriate appearance, and being focused and attentive. That view is backed up by a recent study of professionalism in the workplace that shows professionalism has declined in past five years.

A high majority of respondents to the survey indicated that work ethic has gotten worse, saying that younger employees taking a casual attitude toward work (86%), not taking ownership of their work (69%) and being less than driven (71%).

That doesn’t mean the young millennials are hopeless. Far from it—they just need to be taught about expectations. They say they haven’t been taught by their parents or the education system on how to succeed in the working world.

Older generations need to understand that millennials view the world differently, including the workplace. Their definition of professionalism is quite different: it doesn’t mean wearing specific clothing, or even showing up at a specific time.

To accommodate millennials, should employers update their employee handbooks to say, “The workday begins whenever you feel like getting here”? Not necessarily! However, assigning tasks, explaining expectations and providing guidelines and flexibility works well with this generation.

Thorough training, trusting (and verifying), transparency, and sharing the organization’s values and mission are all very important to millennials. They want to be part of something important, and even better—to be a force for good.

Most of all, don’t assume that how you’ve always done things will be embraced or even understood by today’s workers.

While the economy is sputtering back to life, it’s still been a rough year for plenty of small-and medium-sized businesses. So, what does a well-meaning employer do about the question that comes up every year at this time: to give year-end gifts or not?

Perhaps your company bounced back into the black and you feel like celebrating. Chances are, employee gifts are not a big dilemma for you. But if 2012 was unprofitable, you still need to closely control expenses.

Holiday parties, bonuses and gifts can easily get out of hand. But what do workers think of “token” gifts, or miniscule bonuses?

Surveys say that even small gifts are appreciated by employees, and go a long way to boost morale. The majority of 600 workers surveyed by benefits consulting firm Parago said that a $25 gift card would satisfy their expectations. Eighty-three percent said a reward makes them feel appreciated, motivated to work harder, or more loyal.

So if you can afford it, a small gift could reap big benefits for both employee and employer. But be careful that you don’t add injury to insult. If you’ve cut pay or benefits this year, a small token gift could upset workers more than motivating them.

Of course, you could also revamp your rewards program to give bonuses to employees who deserve them. Setting goals and tying rewards to performance takes all the guesswork out of what often proves to be a sticky situation for employers.

Plenty of companies are touting their sustainable practices and accomplishments. But sustainability goes beyond switching to recycled paper and reducing waste. Employers may have heard that sustainability has taken on a broader definition that encompasses good human resource practices.

Sustaining employee relationships is a big part of a more holistic business view. Just ask any company manager who has applied for sustainability certifications: many of the questions will be related to HR. Certifying agencies want to know how employees are treated and paid, and how the company relates to the community at large.

HR departments are more engaged in building a company culture that embraces all forms of sustainability. Organizations are trying harder to build good community relationships by supporting worthwhile organizations and leading the way to improve daily life for everyone. They are improving their diversity, from the boardroom to the shipping room. They are focusing on the “triple bottom line” of people, planet and profits.

Creating a sustainable culture can start with the little things: recycling and reusing are certainly an important foundation. From there, it’s important to take care of employees through fair pay and benefits, training and performance management, and by actively pursuing diversity and inclusion. Finally, going beyond the company’s walls to improve surrounding communities helps ensure a healthier place to live, work and do business in.

All of these steps contribute to the new definition of sustainability: a long-term view of how to do business fairly, rather than a close-up focus on sales and profits. And still, many companies report a positive return on their sustainability program investment, along with a rise in morale, efficiency and loyalty, and an improved public image and brand awareness.

Sounds like creating a sustainable culture can be an all-around winning strategy that benefits the company, its employees, the planet and the community.

Smokers cost employers money, there’s no doubt about that. Some estimates say smokers cost about 15% more than nonsmokers. The U.S. Centers for Disease Control and Prevention estimates smoking costs the United States more than $193 billion every year, between medical expenses and losses in productivity.

Some employers are not putting up with it any longer. Last year, nationwide retailer Macy’s started charging employees who smoke $35 per month for health coverage. Smokers can have the cost deferred if they enroll in a free smoking cessation class. After six months, their progress is reviewed and if they’ve quit, great. If not—the surcharge starts again.

And Macy’s isn’t the only company to charge smokers a fee. PepsiCo and Gannett both charge smokers extra health insurance fees. But some go further. Union Pacific and Scotts Miracle-Gro, for example, will not even consider hiring smokers. The Cleveland Clinic requires all job candidates to have their blood tested for nicotine.

Starting in 2018, health reform legislation will require companies with health plans that significantly exceed the average to pay an additional federal tax. Many companies will have no choice than to do what’s necessary to cut healthcare costs—including reducing the number of smokers on the payroll.

Most employers have smokers on their staffs. And while most workplaces prohibit smoking indoors, smokers who light up only at home can still have a negative effect on a company. Employers may choose to encourage smokers to quit through positive methods, such as quit-smoking classes or cash incentives, or through punitive measures, such as fines and surcharges.

Or, the entire company could shift its entire focus to better health. Helping employees lose weight, increase their fitness levels and quit smoking can increase morale while lowering health insurance costs. By showing that they care about the health and well being of all employees, as well as their families, employers can affect real, lasting change.

The question remains: is it still better to hire the best possible candidate, even if he or she smokes?

If you’re lucky, you have good employees, who are honest and hard working. They don’t steal from you and you can always count on them to tell the truth. Or can you? How do you know for sure if employees are hiding the truth or outright lying, unless you catch them in the act?

Here are some examples of less-than-honest behavior that almost always seem to come to light:

• An employee sees another worker taking office supplies home, but does nothing.
• An employee mistakenly breaks a piece of equipment, but he doesn’t admit it or bring it to your attention.
• An employee sends out a post on Twitter that contains incorrect information, realizes her mistake, but covers it up and doesn’t tell you.

When employees lie or hide the truth, does the problem lie with them or with you? Perhaps it’s a good time to take a long, hard look at your company, and ask a few questions:

• Why don’t your employees feel safe admitting mistakes or letting you know you’re being cheated?
• What is your company culture really like?
• How have these types of situations been handled before?
• Are employees in fear of retaliation, termination or ridicule?
• Have you demonstrated trust in your employees?
• Does management view these types of incidents as the cost of doing business, or as big problems?

If you can honestly say that your company has an open and respective culture, where errors are understood and employees are used to giving and receiving feedback, then these types of incidents might be more of an employee problem.

How would you handle each of the above employee scenarios? The first thing to do is to have a talk with your employee. Clarify what really happened and why she reacted the way she did. If no one was notified, why not? Did she not know the correct procedure? Was she afraid? Explain the acceptable behavior and ask for a commitment that she will follow procedures should another incident occur.

Company cultures are living things that need care and feeding. It’s not enough to simply establish a culture and expect everyone to follow and embrace it forever. Keep working on instituting mutual respect, tolerance and communication to prevent lies and secrets from harming over your company.

A new survey by AlliedBarton Security Services reveals that more than half of Americans have had an experience with workplace violence. The survey of 1,030 adults reported that 52% of respondents witnessed, heard about or experienced a violent event or an event that can lead to violence at their place of work. Typical incidents that lead to violence include hostility, threats and abusive language that can intensify to physical injury.

Twenty-eight percent of workers surveyed said that at their current job, they have been personally affected by these types of incidents or violence. Another 12% have witnessed, heard about or are aware of significant harm to others at their jobs, while 5% reported they have personally been affected by this type of incident.

The survey also asked workers how they felt about safety on the job. Fully one-third said they are very or somewhat concerned with their personal safety. In contrast, 29% of workers who experienced, witnessed or heard about an incident of violence neither reported it nor took any other action.

The survey also found that, while the vast majority of employers (94%) took some action as a result of reports of workplace violence, only 53% took disciplinary action. The percentage of employers who implement training for workers or supervisors was also low (45% and 35%, respectively).

Experiencing violent incidents on the job can encourage employees to seek a new position. According to the survey, 28% of those who know about or experience workplace violence are looking for a new job, compared to 17% of those who have not.

Employers owe it to their workers to provide a safe and healthy work environment. It starts by paying attention to the culture of the workplace, and instilling good practices and procedures. A no-tolerance approach to bullying, abusive language and inappropriate behavior, backed up by disciplinary action for every incident, will empower all employees to help prevent workplace violence before it happens.

And don’t neglect to conduct thorough pre-employee screening on each prospective employee. Knowing an applicant’s criminal history is vital to keeping your workplace and employees safe from potential harm.

A safe workplace sees less turnover and higher morale, and increased productivity. And it’s what every employee deserves.

For employers, hearing that yours is a toxic work environment is not good news. Whether it’s flirtatious co-workers, religious displays, bullying or inappropriate language, there are dozens of factors that can cause people to feel uncomfortable at work. On one hand, this type of environment can hurt employee morale, and cause higher levels of turnover. Under more serious circumstances, it can lead to lawsuits.

How can employers and HR managers create a work environment where every employee feels respected and comfortable? Here are a few tips that can help you shape a clear policy, so everyone knows what’s expected and what types of behavior will not be tolerated.

1. Gather information: First, meet with employees who have expressed dissatisfaction with the work environment. You can do this individually or in groups. Ask them to share any details of inappropriate or hurtful behavior, without naming individual employees who have perpetrated the behavior.
2. Create a list of workplace rules: Call it a code of conduct, a mission statement or a new company policy—whatever works. Take the information from the interview process and determine what is and is not acceptable. You may include items about personal behavior, such as treating employees and customers with respect, not harassing or bullying, and using language appropriate for the workplace.
3. Communicate the rules to all employees: It’s important that staff and management alike understand that the new rules are to be taken seriously, and that infractions will not be tolerated. Disseminate the rules in whatever manner your company typically communicates important policies, and add it to the employee manual.
4. Follow up: Handle each new complaint as it arises. Deal with the facts and avoid judgment. Clarify what happened and explain how it made the affected employee feel. Then make it clear that this behavior goes against company policy and will not be tolerated.

No employee deserves to work in a toxic environment. Make sure yours doesn’t fall into that category by following these simple steps.

If you want to have the kind of company that people want to work for, here are some tips to help you achieve that goal and reduce employee turnover:

• Create a positive environment: Promoting open communication, positive feedback, and friendliness can produce an overall feeling of positivity among your company. Relax the rules and allow comfortable clothing. Encourage employees to express their personalities in their attire and work environments. Celebrate happy occasions more often.
• Open it up: Ban the private office in favor of group work areas. Provide private areas with comfortable couches for brainstorming sessions.
• Be family-friendly: Provide quality onsite day care. Absenteeism will decrease, and satisfaction will increase among staffers with kids.
• Promote play: Engage staff in activities such as 5K runs at lunch, mountain biking or surfing, or occasional bowling nights. If you’re close to the ocean, provide surfboard parking so employees can go surfing at lunch. Install a bike rack and buy a few used bikes for anyone to use. If you’re near a trail, encourage walking meetings. Close down for a day and go on a field trip. Install showers so employees can get their exercise before work or in the middle of their day.
• Make it meaningful: If your company gives back to charities, involve employees in making the decision about which groups to support. When their efforts support causes they believe in, their efforts to do well increase. When their work is meaningful, people are much more engaged in the outcome.
• Respect everyone: Respect comes in many different forms. From soliciting their ideas, to showing appreciation, to allowing employees to listen to music as they work. You can even provide the ear buds.
• Trust: Communicate expectations, but then trust staffers to meet their deadlines by working however how they work best. Give them the freedom to meet their objectives, but do check in to see if they need help.
• Do the right thing: If an employee needs time off for personal reasons, or if they need a more flexible schedule to care for kids or a parent, work with them. Flexibility doesn’t hurt the bottom line, but it goes a long way to creating loyal employees.

Allowing employees to be themselves means they will bring their best selves to work every day. By promoting respect, play, freedom and trust, yours can be a company that people – even you – want to work for.