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Monday, September 19, 2011
Thursday, September 15, 2011
Everything You Need to Know About the New NLRB Posting
Back in February I wrote a blog about a potential new NLRB posting requirement. At the time the NLRB was seeking comments on the new posting prior to implementing it. Now that the commenting process is complete, the NLRB has announced that all companies, with an impact on interstate commerce, post the new requirements titled “Employee Rights Under the National Labor Relations Act.”
In the February blog, one of my concerns was that the draft version of the poster featured 15 bullet points that were pro-union and 4 bullet points that were pro-company. The final version is somewhat improved. There are now 14 pro-union bullet points and 5 pro-company bullets.
On one side, there really isn’t any new information here and all of it is easily available on the internet. An article on this new requirement in the Huffington Post states:
“The National Labor Relations Act is a 76-year-old law that outlines workers' rights to unionize and bargain collectively in most private-sector workplaces. The fact that the board would want Americans aware of these rights is apparently seen by some as catering to labor unions.”
While it is true that this notice doesn’t include anything new and is likely to get lost on the already overflowing bulletin boards of most employers, it has phenomenally bad timing. Republican congressional leaders are now threatening to defund the NLRB over this and other recent actions (like the Boeing case), and this can’t look good for President Obama as he advocates for the reduction of anti-business regulations.
Politics aside, employers must follow the requirements of the new law by November 14, 2011. The requirements are simple: Go online, find the new posting, print it and put it on your bulletin board. To do this, the NLRB has provided two options, one is 11x17 or if you have a small printer, you can print the two page 8.5x11 version and tape it together. In an amazing show of compassion, the NLRB will also allow those without internet access (or maybe a lack of paper) to go to the nearest NLRB office where they can receive their free copy.
In a nod to the fact that some companies utilize the internet, if you normally post your employee information on line, then you need to provide a link to this posting. To make it easier on our friends, we’ve included the following links:
NLRB posting 11x17 version
NLRB posting 8.5x11 version
Again, the due date for this new posting is November 14th and we’re looking forward to seeing it the next time one of us stops by to visit you. HRM Innovations, LLC is available to help with any questions you may have on HR or Management related topics and can be contacted at: Kevin@HRMInnovationsllc.com or 269-615-4821.
In the February blog, one of my concerns was that the draft version of the poster featured 15 bullet points that were pro-union and 4 bullet points that were pro-company. The final version is somewhat improved. There are now 14 pro-union bullet points and 5 pro-company bullets.
On one side, there really isn’t any new information here and all of it is easily available on the internet. An article on this new requirement in the Huffington Post states:
“The National Labor Relations Act is a 76-year-old law that outlines workers' rights to unionize and bargain collectively in most private-sector workplaces. The fact that the board would want Americans aware of these rights is apparently seen by some as catering to labor unions.”
While it is true that this notice doesn’t include anything new and is likely to get lost on the already overflowing bulletin boards of most employers, it has phenomenally bad timing. Republican congressional leaders are now threatening to defund the NLRB over this and other recent actions (like the Boeing case), and this can’t look good for President Obama as he advocates for the reduction of anti-business regulations.
Politics aside, employers must follow the requirements of the new law by November 14, 2011. The requirements are simple: Go online, find the new posting, print it and put it on your bulletin board. To do this, the NLRB has provided two options, one is 11x17 or if you have a small printer, you can print the two page 8.5x11 version and tape it together. In an amazing show of compassion, the NLRB will also allow those without internet access (or maybe a lack of paper) to go to the nearest NLRB office where they can receive their free copy.
In a nod to the fact that some companies utilize the internet, if you normally post your employee information on line, then you need to provide a link to this posting. To make it easier on our friends, we’ve included the following links:
NLRB posting 11x17 version
NLRB posting 8.5x11 version
Again, the due date for this new posting is November 14th and we’re looking forward to seeing it the next time one of us stops by to visit you. HRM Innovations, LLC is available to help with any questions you may have on HR or Management related topics and can be contacted at: Kevin@HRMInnovationsllc.com or 269-615-4821.
Thursday, August 4, 2011
Seven Steps to Effective Onboarding
We recently added a new employee at HRM. Carrie Nicholson joined us as our Director of People Placement. Getting her started and setting up an onboarding process was an automatic thing for us to do. However, I’ve noticed that with some of the companies we work with, onboarding is a term which is well known in HR, but can often get you a blank look when you mention it to other parts of the organization.
To start, onboarding is a more comprehensive form of a new hire orientation. The typical 2 hour new hire orientation presentation is supposed to fully inform an employee about the history of the company, get them to sign the handbook, apply for benefits, learn safety rules, and be ready to roll by 10:00 a.m. Onboarding goes beyond that and should help to fully initiate a new employee onto the team.
Here’s why onboarding is important: When you hire a new person, there’s a lot of anxiety – on both sides. Effective onboarding can help to lessen that anxiety. Here are some key things you can do to make the onboarding process go smoothly.
1. Set a specific schedule. Do this for the first week or so of employment and send it to your new employee in advance. Removal of some of the unknowns is a great way to reduce stress.
2. Explain the overall mission of the organization and how this position fits into the bigger picture. How will this position impact the organization?
3. Introduce your new person to the rest of the team and not just “Hi, this is Sue,” but “Hi, this is Sue and she’s going to be helping you do X, X, and X.”
4. Feed him. Meals are important to me, and so are people, so it was pretty uncomfortable when I started my very first professional job and got deserted by the entire HR department on my first day at noon. At a minimum, have a plan in place to feed your new person until he can develop a lunch plan of his own.
5. Communicate your performance expectations. What are the key measureables? How will they be evaluated?
6. Teach her about your company’s products. Do you make widgets? Have your new person spend time in the plant making them. If it’s not practical to do that, have her job shadow someone who does.
7. Explain the office nuances. Every office has their quirks and rules. Do you bring your own coffee cup or use the ones there? Do you pay for coffee or is it provided? Don’t make your new person learn the rules after they’ve just dropped the favorite coffee cup of your crabbiest employee.
When it comes to onboarding new employees, Carrie was really easy. In part, because I’ve hired her twice before: Once as a supplier when she was a manager with Kelly Services and then several years later we hired as the HR Manager at ASMO when we hired her to manage the process she had set up.
I must do a fair job with the onboarding, she keeps coming back, or maybe it’s just the food….
To start, onboarding is a more comprehensive form of a new hire orientation. The typical 2 hour new hire orientation presentation is supposed to fully inform an employee about the history of the company, get them to sign the handbook, apply for benefits, learn safety rules, and be ready to roll by 10:00 a.m. Onboarding goes beyond that and should help to fully initiate a new employee onto the team.
Here’s why onboarding is important: When you hire a new person, there’s a lot of anxiety – on both sides. Effective onboarding can help to lessen that anxiety. Here are some key things you can do to make the onboarding process go smoothly.
1. Set a specific schedule. Do this for the first week or so of employment and send it to your new employee in advance. Removal of some of the unknowns is a great way to reduce stress.
2. Explain the overall mission of the organization and how this position fits into the bigger picture. How will this position impact the organization?
3. Introduce your new person to the rest of the team and not just “Hi, this is Sue,” but “Hi, this is Sue and she’s going to be helping you do X, X, and X.”
4. Feed him. Meals are important to me, and so are people, so it was pretty uncomfortable when I started my very first professional job and got deserted by the entire HR department on my first day at noon. At a minimum, have a plan in place to feed your new person until he can develop a lunch plan of his own.
5. Communicate your performance expectations. What are the key measureables? How will they be evaluated?
6. Teach her about your company’s products. Do you make widgets? Have your new person spend time in the plant making them. If it’s not practical to do that, have her job shadow someone who does.
7. Explain the office nuances. Every office has their quirks and rules. Do you bring your own coffee cup or use the ones there? Do you pay for coffee or is it provided? Don’t make your new person learn the rules after they’ve just dropped the favorite coffee cup of your crabbiest employee.
When it comes to onboarding new employees, Carrie was really easy. In part, because I’ve hired her twice before: Once as a supplier when she was a manager with Kelly Services and then several years later we hired as the HR Manager at ASMO when we hired her to manage the process she had set up.
I must do a fair job with the onboarding, she keeps coming back, or maybe it’s just the food….
Wednesday, June 15, 2011
There's an App for That
When I first got my smartphone, my exposure to apps was limited to the ones that my kids downloaded. I will admit to having fun using my phone as a light saber, drum set, and playing a game that saves innocent cows from alien abductions. I soon discovered there were apps for lots of things besides games. Just when I thought my smartphone phone could provide just about any resource I would ever need (except maybe a bottle opener), there’s a new app that is pretty much guaranteed to cause headaches for HR professionals.
The creator? None other than our own beloved Department of Labor. The app? A time tracking app that allows you to track your hours worked and time spent on breaks and meals. The app also helpfully includes links to the DOL rules on wage and hour laws on the department’s website. Even more conveniently, it allows you to email your time worked records and provides instructions for filing claims with the DOL. Here’s the link: DOL Time Tracking App
I’m concerned about this new app for several reasons:
1. Wage and hour laws can be complex and confusing. Instead of encouraging employees to work with their respective organizations to resolve questions and concerns, this app takes that discussion directly to the DOL – and that isn’t going to resolve anything quickly or cheaply.
2. Employees now have a tool to “stockpile” their pay concerns and then submit a claim for the past year, or more.
3. The app creates a set of duplicate records. If my phone says I was at work at 6:00 a.m., but my employer says I started at 7:00, who is the DOL going to believe?
There are some things that you can do to limit your liabilities in this area:
1. Ensure that you are following the wage and hour standards to the letter. If you aren’t certain about how to pay in a certain situation, get expert help.
2. Use an electronic time tracking system for your non-exempt employees. Especially using one with a biometric scanning feature will ensure that the time tracking is accurate.
3. Include detailed hours worked records on pay stubs and then document in your pay policy a requirement that employees report any pay concerns or discrepancies within a specified period of time. This may avoid large back payments and should make the employer records the definitive record.
Those organizations with positive employee relationships should still have the opportunity to work wage and hour questions out internally. For those organizations that aren’t following the rules or don’t have great employee relationships, this may be a great motivator to take some steps in that direction.
The creator? None other than our own beloved Department of Labor. The app? A time tracking app that allows you to track your hours worked and time spent on breaks and meals. The app also helpfully includes links to the DOL rules on wage and hour laws on the department’s website. Even more conveniently, it allows you to email your time worked records and provides instructions for filing claims with the DOL. Here’s the link: DOL Time Tracking App
I’m concerned about this new app for several reasons:
1. Wage and hour laws can be complex and confusing. Instead of encouraging employees to work with their respective organizations to resolve questions and concerns, this app takes that discussion directly to the DOL – and that isn’t going to resolve anything quickly or cheaply.
2. Employees now have a tool to “stockpile” their pay concerns and then submit a claim for the past year, or more.
3. The app creates a set of duplicate records. If my phone says I was at work at 6:00 a.m., but my employer says I started at 7:00, who is the DOL going to believe?
There are some things that you can do to limit your liabilities in this area:
1. Ensure that you are following the wage and hour standards to the letter. If you aren’t certain about how to pay in a certain situation, get expert help.
2. Use an electronic time tracking system for your non-exempt employees. Especially using one with a biometric scanning feature will ensure that the time tracking is accurate.
3. Include detailed hours worked records on pay stubs and then document in your pay policy a requirement that employees report any pay concerns or discrepancies within a specified period of time. This may avoid large back payments and should make the employer records the definitive record.
Those organizations with positive employee relationships should still have the opportunity to work wage and hour questions out internally. For those organizations that aren’t following the rules or don’t have great employee relationships, this may be a great motivator to take some steps in that direction.
Monday, May 23, 2011
How to Fire Problem Employees
Last month I wrote about hiring the perfect employee. But what do you do when you make that bad hiring decision? At this point in my career, I’ve released over 1,000 people either through layoffs or terminations. While my physical resemblance to George Cooney is striking, I have no plans to be like his “Up in the Air” movie character.
What I have learned are ways to do it well. Here are six key points:
1. Don’t wait to fire: Once you’ve done what you can to help the person and have decided that he or she is truly not a fit for the organization, don’t wait to remove them. You don’t want to frustrate your good performers.
2. It shouldn’t be a surprise: If you are communicating performance results, attendance concerns, and company financial information, no termination should be a complete surprise.
3. Treat them with respect: Many years ago, a neighboring company pulled all of their employees together into a conference room and announced that the plant was closing. Employees were required to stay until a security guard came and escorted them out of the room, collected their possessions and then off the premises. When I interviewed them, even years later, they were still angry about how they were treated.
4. Don’t blame the person: The employee being terminated is going to be feeling bad enough already. Don’t point out their weaknesses as failures, but do explain why they aren’t a good fit for the organization.
5. Let them blame you: You aren’t going to win an argument with the person at this point, so why try? Let them state their opinions.
6. Put the reason for the termination in writing: They say the average person retains only 10% of what they hear. I would argue that number is even lower when the previous words were “You’re being let go…” Give the employee something to refer to when they get home. More importantly though, draft the letter as though you were writing it to a plaintiff’s attorney. If you carefully explain that the employee is being terminated because this was the fourth sexual harassment complaint filed against them in a 12 month period, few attorneys are going to be interested in taking the case.
The majority of people remain professional throughout the process. In fact, many times, it’s our own anxiety about having the meeting that drives the process over the edge. I had one forklift driver who knew she was going to be laid off. She came into the glass office where I was doing layoffs and she was carrying a large cardboard axe. She handed it to me before throwing herself on the desk. Realizing she thought I was the executioner, I pretended to use the axe to “take off her head.” Several years later I received a thank you note from her stating that she had gone back to school, gotten her degree in accounting and that she loved her new career.
As difficult as the process may be, many times it leads to good things for the person and helps to motivate them to find a spot that really is a great fit.
What I have learned are ways to do it well. Here are six key points:
1. Don’t wait to fire: Once you’ve done what you can to help the person and have decided that he or she is truly not a fit for the organization, don’t wait to remove them. You don’t want to frustrate your good performers.
2. It shouldn’t be a surprise: If you are communicating performance results, attendance concerns, and company financial information, no termination should be a complete surprise.
3. Treat them with respect: Many years ago, a neighboring company pulled all of their employees together into a conference room and announced that the plant was closing. Employees were required to stay until a security guard came and escorted them out of the room, collected their possessions and then off the premises. When I interviewed them, even years later, they were still angry about how they were treated.
4. Don’t blame the person: The employee being terminated is going to be feeling bad enough already. Don’t point out their weaknesses as failures, but do explain why they aren’t a good fit for the organization.
5. Let them blame you: You aren’t going to win an argument with the person at this point, so why try? Let them state their opinions.
6. Put the reason for the termination in writing: They say the average person retains only 10% of what they hear. I would argue that number is even lower when the previous words were “You’re being let go…” Give the employee something to refer to when they get home. More importantly though, draft the letter as though you were writing it to a plaintiff’s attorney. If you carefully explain that the employee is being terminated because this was the fourth sexual harassment complaint filed against them in a 12 month period, few attorneys are going to be interested in taking the case.
The majority of people remain professional throughout the process. In fact, many times, it’s our own anxiety about having the meeting that drives the process over the edge. I had one forklift driver who knew she was going to be laid off. She came into the glass office where I was doing layoffs and she was carrying a large cardboard axe. She handed it to me before throwing herself on the desk. Realizing she thought I was the executioner, I pretended to use the axe to “take off her head.” Several years later I received a thank you note from her stating that she had gone back to school, gotten her degree in accounting and that she loved her new career.
As difficult as the process may be, many times it leads to good things for the person and helps to motivate them to find a spot that really is a great fit.
Monday, April 11, 2011
How to Hire the Perfect Employee
When I meet people, I generally categorize them into three groups: Those that I avoid, those that I would invite to join me on my deck, and those that I would hire. One of the mistakes a lot of companies make is to hire people from the second group. A person can be friendly and enjoyable and fun on my deck, but that doesn’t make him/her a good employee for my company.
The first step in finding the perfect employee is to honestly understand how your organization functions. As a consultant, I visit 4-5 different companies in various industries each week. They have vastly different cultures, markets, sense of urgencies, and hiring needs. What might be a great candidate for one employer could be a complete failure for another.
For example, I’m a high energy, creative, type A personality that is most productive prior to 10:00 a.m. If you are looking for a lot of change in a short period of time with some out of the box ideas, someone with my personality might be a great hire. However, if your organization is heavily bureaucratic, that decision would be a disaster.
When you design your selection process, take a good look at the skills required, the personality and the culture. Can your organization tolerate an HR guy that’s hyperactive at 6:00 a.m. or a great salesperson who doesn’t have the detail orientation to fill out an expense report but can sell like crazy? Some can, some can’t.
Don’t settle for what you think is the ideal employee. Take the time to complete a job analysis to truly and honestly understand what works and what doesn’t before you bring someone on board. You’ll hear the “hire for talent” or “hire for skill” mantra, but when we design selection systems, we don’t settle for one or the other and you shouldn’t either. Instead, profile the entire job and candidate. If you know what the ideal candidate looks like from all aspects, you’re much more likely to find what you want and need. If you don’t you just might find yourself with an energetic HR guy on your doorstep at 6:00 a.m.
The first step in finding the perfect employee is to honestly understand how your organization functions. As a consultant, I visit 4-5 different companies in various industries each week. They have vastly different cultures, markets, sense of urgencies, and hiring needs. What might be a great candidate for one employer could be a complete failure for another.
For example, I’m a high energy, creative, type A personality that is most productive prior to 10:00 a.m. If you are looking for a lot of change in a short period of time with some out of the box ideas, someone with my personality might be a great hire. However, if your organization is heavily bureaucratic, that decision would be a disaster.
When you design your selection process, take a good look at the skills required, the personality and the culture. Can your organization tolerate an HR guy that’s hyperactive at 6:00 a.m. or a great salesperson who doesn’t have the detail orientation to fill out an expense report but can sell like crazy? Some can, some can’t.
Don’t settle for what you think is the ideal employee. Take the time to complete a job analysis to truly and honestly understand what works and what doesn’t before you bring someone on board. You’ll hear the “hire for talent” or “hire for skill” mantra, but when we design selection systems, we don’t settle for one or the other and you shouldn’t either. Instead, profile the entire job and candidate. If you know what the ideal candidate looks like from all aspects, you’re much more likely to find what you want and need. If you don’t you just might find yourself with an energetic HR guy on your doorstep at 6:00 a.m.
Tuesday, March 15, 2011
How to Sucessfully Drive Change
I’m always fascinated by the dynamics of leaders and their organizations. Some leaders are able to successfully drive major changes without a backlash and others simply can’t. This past week, there was a local organization that handled some changes exceptionally poorly. Here’s the background:
A local church implemented sweeping changes which included the firing of half of its employees and the elimination of music during services. In communicating this, the Bishop sent a five page letter to the congregation. According to the Kalamazoo Gazette, the letter “rebukes the church community for retribution, name-calling and dissent.” The letter also stated, “Some of you might feel compelled to leave the congregation and, if that’s what you choose, may God bless you on your journey.”
The result? The letter ignited a long simmering conflict and subsequently resulted in an assault charge filed with the police after a 78 year old member of the congregation claimed she was shoved by the priest. The priest has since resigned.
Certainly there are times when leaders can and must make tough calls. However, when you do, there are some steps you can follow to minimize the disruption and bad feelings, including:
• Communicating the problem in advance: Chances are your employees already know what’s happening. Keeping them in the communications loop will ensure that they perceive the problem the same way you do.
• Asking for suggestions: There are several advantages to this:
1. You might just find a great idea you hadn’t previously considered.
2. People will be more willing to accept change if they have a voice in making those changes – even if you don’t pick their suggestion.
If you have to do something really unpopular, try this:
• Explain why the change is necessary
• Apologize for the necessity of the action
• Whatever you do, don’t blame the members
• Do provide an opportunity for them to vent and provide feedback (small groups or individual discussions are best for this)
• Communicate a plan for moving forward to better times
The moral of the story? When you lead or have responsibility for controlling an organization, you can’t make arbitrary decisions without negative fall-out. If you attack and blame your members, they will fight back. It’s always better to engage them in implementing the solution than to arbitrarily force a change. That’s a waste of everyone’s time and energy and just might be enough to force your calmest employees to lose control.
A local church implemented sweeping changes which included the firing of half of its employees and the elimination of music during services. In communicating this, the Bishop sent a five page letter to the congregation. According to the Kalamazoo Gazette, the letter “rebukes the church community for retribution, name-calling and dissent.” The letter also stated, “Some of you might feel compelled to leave the congregation and, if that’s what you choose, may God bless you on your journey.”
The result? The letter ignited a long simmering conflict and subsequently resulted in an assault charge filed with the police after a 78 year old member of the congregation claimed she was shoved by the priest. The priest has since resigned.
Certainly there are times when leaders can and must make tough calls. However, when you do, there are some steps you can follow to minimize the disruption and bad feelings, including:
• Communicating the problem in advance: Chances are your employees already know what’s happening. Keeping them in the communications loop will ensure that they perceive the problem the same way you do.
• Asking for suggestions: There are several advantages to this:
1. You might just find a great idea you hadn’t previously considered.
2. People will be more willing to accept change if they have a voice in making those changes – even if you don’t pick their suggestion.
If you have to do something really unpopular, try this:
• Explain why the change is necessary
• Apologize for the necessity of the action
• Whatever you do, don’t blame the members
• Do provide an opportunity for them to vent and provide feedback (small groups or individual discussions are best for this)
• Communicate a plan for moving forward to better times
The moral of the story? When you lead or have responsibility for controlling an organization, you can’t make arbitrary decisions without negative fall-out. If you attack and blame your members, they will fight back. It’s always better to engage them in implementing the solution than to arbitrarily force a change. That’s a waste of everyone’s time and energy and just might be enough to force your calmest employees to lose control.
Sunday, February 13, 2011
What’s the NLRB up to Now?
Apparently the National Labor Relations Board has recently realized that not all employees know their rights under the National Labor Relations Act (NLRA) and that employers don’t have big enough bulletin boards. To help with that, they have created a proposed posting that will explain workers’ rights under the act. The new posting has not been finalized and an open period for comments runs until February 22nd.
On one hand, if this is implemented, I think that most employees are barely going to notice one more legal posting on their employer’s already full to the brim bulletin boards. On the other hand, if you have a workforce that is dissatisfied and have the potential for a union campaign in your organization, this could be significant.
I’ve read the posting and, for the most part, it simply states the rights of employees under the law. (View posting here) This same information is readily available on the internet or in most union organizing brochures.
One criticism of the posting is that it heavily favors unions, not employers. To confirm that concern, I counted the bullet points in the posting to determine which side was best represented. The results? There are 15 bullet points that are pro-union and 4 bullet points that are pro-company. To be fair, the NLRA wasn’t written to protect companies, but to protect employees. I’m reminded of one of my college labor relations professors who, when asked how they dealt with union organizers back in the day, simply stated: “We hired thugs to beat them.”
Obviously we’ve come a long ways since then, but if you’ve ever been involved in a union campaign, you know that there’s a lot of peer pressure and intimidation that takes place. What I would like to see is more balance. For example, if required, the posting should include bullet points on how to decertify unions as well as a disclaimer that unionizing just starts the negotiations process; it certainly doesn’t guarantee higher wages or benefits.
If you are concerned about the contents of the posting or of the size of the bulletin boards being required, contact the NLRB with your comments. If not, this may be a great time to buy stock in your favorite bulletin board supply company.
On one hand, if this is implemented, I think that most employees are barely going to notice one more legal posting on their employer’s already full to the brim bulletin boards. On the other hand, if you have a workforce that is dissatisfied and have the potential for a union campaign in your organization, this could be significant.
I’ve read the posting and, for the most part, it simply states the rights of employees under the law. (View posting here) This same information is readily available on the internet or in most union organizing brochures.
One criticism of the posting is that it heavily favors unions, not employers. To confirm that concern, I counted the bullet points in the posting to determine which side was best represented. The results? There are 15 bullet points that are pro-union and 4 bullet points that are pro-company. To be fair, the NLRA wasn’t written to protect companies, but to protect employees. I’m reminded of one of my college labor relations professors who, when asked how they dealt with union organizers back in the day, simply stated: “We hired thugs to beat them.”
Obviously we’ve come a long ways since then, but if you’ve ever been involved in a union campaign, you know that there’s a lot of peer pressure and intimidation that takes place. What I would like to see is more balance. For example, if required, the posting should include bullet points on how to decertify unions as well as a disclaimer that unionizing just starts the negotiations process; it certainly doesn’t guarantee higher wages or benefits.
If you are concerned about the contents of the posting or of the size of the bulletin boards being required, contact the NLRB with your comments. If not, this may be a great time to buy stock in your favorite bulletin board supply company.
Monday, January 3, 2011
What will Happen with Hiring in 2011?
2010 was a year of stabilization for many companies. After an exciting, and incredibly dismal 2009, this year was one of a slow return to normalcy. But what does 2011 look like?
I’m learning that HRM Innovations seems to be a good indicator of what’s happening in the business world overall. At the end of 2009 and early in 2010 HRM helped with layoffs. By mid 2010 we’d been asked to do some hiring and executive placements. In the last month, four clients asked us about designing selection systems for them.
With that, we’re predicting a year of hiring, but with a twist. Employers know that, due to the economy, there is a lot of great talent out there and they want to find a way to identify it and to bring it on board. The trick is in identifying the best talent.
As you can imagine, I’ve made some “interesting” hiring decisions. In one case many years ago, I hired a manager who interviewed well, but had failed the personality assessment that we were using at the time. In hindsight, that should have been a sign to at least do more investigation, but we were in a hurry, and the interview was good. How bad could it be?
Frankly, it was so bad that I spent the next several years resolving employee conflicts in the department and holding weekly coaching sessions with the manager. As an indicator, our only discrimination claim, ever, came from that department. I found myself regretting that hiring decision on a daily basis until finally convincing our reluctant leadership team it was time to cut the cord.
How much did that hiring decision cost us? Way more than it should have.
Hopefully your organization will join the ranks of those that are hiring in 2011. If it does, take the time to develop a system to select the best talent available. I know it’s hard to find the time when you have too much on your plate already, but it really is worth it in the long run.
If you need help, give us a call. I’ve learned from my mistakes and that could help you.
Best wishes for a prosperous and Happy New Year!
I’m learning that HRM Innovations seems to be a good indicator of what’s happening in the business world overall. At the end of 2009 and early in 2010 HRM helped with layoffs. By mid 2010 we’d been asked to do some hiring and executive placements. In the last month, four clients asked us about designing selection systems for them.
With that, we’re predicting a year of hiring, but with a twist. Employers know that, due to the economy, there is a lot of great talent out there and they want to find a way to identify it and to bring it on board. The trick is in identifying the best talent.
As you can imagine, I’ve made some “interesting” hiring decisions. In one case many years ago, I hired a manager who interviewed well, but had failed the personality assessment that we were using at the time. In hindsight, that should have been a sign to at least do more investigation, but we were in a hurry, and the interview was good. How bad could it be?
Frankly, it was so bad that I spent the next several years resolving employee conflicts in the department and holding weekly coaching sessions with the manager. As an indicator, our only discrimination claim, ever, came from that department. I found myself regretting that hiring decision on a daily basis until finally convincing our reluctant leadership team it was time to cut the cord.
How much did that hiring decision cost us? Way more than it should have.
Hopefully your organization will join the ranks of those that are hiring in 2011. If it does, take the time to develop a system to select the best talent available. I know it’s hard to find the time when you have too much on your plate already, but it really is worth it in the long run.
If you need help, give us a call. I’ve learned from my mistakes and that could help you.
Best wishes for a prosperous and Happy New Year!
Tuesday, November 23, 2010
Talent Management and the Bottom Line
For years enlightened business leaders have recognized the obvious: Hire great people, treat them well, and your business will flourish. For those leaders who haven’t recognized this yet, there may be a new motivation to get on the bandwagon.
Moody’s Corporation, the bond rating service, has started recognizing “a direct connection between financial performance and success in recruiting and retention.” Knowing this, they are now starting to use talent management as a factor in the process of rating companies. In addition, Watson Wyatt has developed a “human capital index” and has found that good people practices can increase a company’s value by as much as 30%.
What does this mean to you? Picture the CEO of a publicly traded company explaining what he plans to do to improve the retention of employees at a shareholder meeting, right after he explains his plans to grow revenue. Suddenly those employee relations activities that are often delegated to the lowest levels of the organization are now in the limelight.
This doesn’t mean that my humorous attempt to improve employee morale by including a wet bar, hot tub, and masseuse in my department budget proposal years ago is any more likely to get approved now than it was then. However, there should be more scrutiny of those items that truly do impact the selection and retention of a company’s most valuable asset.
HRM Innovations, LLC is available to help with any questions you may have on HR or Management related topics and can be contacted at: Kevin@HRMInnovationsllc.com or 269-615-4821.
Moody’s Corporation, the bond rating service, has started recognizing “a direct connection between financial performance and success in recruiting and retention.” Knowing this, they are now starting to use talent management as a factor in the process of rating companies. In addition, Watson Wyatt has developed a “human capital index” and has found that good people practices can increase a company’s value by as much as 30%.
What does this mean to you? Picture the CEO of a publicly traded company explaining what he plans to do to improve the retention of employees at a shareholder meeting, right after he explains his plans to grow revenue. Suddenly those employee relations activities that are often delegated to the lowest levels of the organization are now in the limelight.
This doesn’t mean that my humorous attempt to improve employee morale by including a wet bar, hot tub, and masseuse in my department budget proposal years ago is any more likely to get approved now than it was then. However, there should be more scrutiny of those items that truly do impact the selection and retention of a company’s most valuable asset.
HRM Innovations, LLC is available to help with any questions you may have on HR or Management related topics and can be contacted at: Kevin@HRMInnovationsllc.com or 269-615-4821.
Monday, November 8, 2010
Going Gaga for Human Resources
Many of my clients like to tell me about their “rock stars” - those employees who have fresh ideas and the high energy levels required to implement them. Yet, when I visit HR departments and look at their antiquated processes, I’m always amazed by the number of times I’m told “but this is the way it’s always been done.” It’s sort of like classical music; it has been performed in much the same way for centuries. That’s not a bad thing for music, but it doesn’t work in business.
The most successful musicians aren’t performing the same music the same way as in years past, they’re really rocking the boat, pushing the limits and trying new things. Have you seen Lady Gaga? Successful professionals are constantly looking for ways to reinvent themselves and the work that they do.
Years ago, I worked with a management consultant who told me that no matter how well organized our company was, we would never sound like a symphony. But, he did say that if we hired great talent, provided them with a common vision, and allowed them to improvise that we could have some really cool jazz. Give your “rock stars” the latitude to experiment with their work. Whether you like jazz or rock ’n roll, it’s time to innovate and experiment.
When was the last time you tried something new, inventive, or off the wall? I’m not suggesting that HR folks start wearing clothes made out of meat to work, but I do think that it may be time to rock the boat a bit.
The most successful musicians aren’t performing the same music the same way as in years past, they’re really rocking the boat, pushing the limits and trying new things. Have you seen Lady Gaga? Successful professionals are constantly looking for ways to reinvent themselves and the work that they do.
Years ago, I worked with a management consultant who told me that no matter how well organized our company was, we would never sound like a symphony. But, he did say that if we hired great talent, provided them with a common vision, and allowed them to improvise that we could have some really cool jazz. Give your “rock stars” the latitude to experiment with their work. Whether you like jazz or rock ’n roll, it’s time to innovate and experiment.
When was the last time you tried something new, inventive, or off the wall? I’m not suggesting that HR folks start wearing clothes made out of meat to work, but I do think that it may be time to rock the boat a bit.
Thursday, October 21, 2010
How Do You Get Good Employees to Stay?
In a completely scientific non-random sampling, 2 of my 3 sisters have gotten new jobs in the past two weeks. In both cases, they were frustrated with their roles at their employers and were able to move on to jobs/environments that were a better fit.
Many organizations had to cut back during the recession leaving employees with more work and fewer resources. That makes the timing ripe for turnover in those organizations now that the economy is improving.
Some turnover is inevitable and there are times when good people leave an organization for reasons beyond your control. Those are the times to break out the cake and balloons and wish them well with a nice send off. But what about that star employee that you should have been able to keep? Wouldn’t you rather know what he or she has to say about the organization and what you could do to keep him around?
There’s a not so new concept called a “stay interview” that is a great tool to use. The idea is simple; you interview your good employees and ask what it would take to get them to stay, before they give their notice. This is also a great time to let them know they are appreciated and that you value the work that they do.
As our economy continues to pick back up, we’ll have more opportunities for our organizations to grow, but that also means more opportunities for our employees to leave. That’s why this is an ideal time to ask them how they view their future with us.
Curious about my third sister? She was recently promoted. I didn’t ask if her boss did a “stay interview”, but it’s entirely possible. In any case, she’s going to stay.
Many organizations had to cut back during the recession leaving employees with more work and fewer resources. That makes the timing ripe for turnover in those organizations now that the economy is improving.
Some turnover is inevitable and there are times when good people leave an organization for reasons beyond your control. Those are the times to break out the cake and balloons and wish them well with a nice send off. But what about that star employee that you should have been able to keep? Wouldn’t you rather know what he or she has to say about the organization and what you could do to keep him around?
There’s a not so new concept called a “stay interview” that is a great tool to use. The idea is simple; you interview your good employees and ask what it would take to get them to stay, before they give their notice. This is also a great time to let them know they are appreciated and that you value the work that they do.
As our economy continues to pick back up, we’ll have more opportunities for our organizations to grow, but that also means more opportunities for our employees to leave. That’s why this is an ideal time to ask them how they view their future with us.
Curious about my third sister? She was recently promoted. I didn’t ask if her boss did a “stay interview”, but it’s entirely possible. In any case, she’s going to stay.
Friday, October 1, 2010
How do You Handle Election Times?
This is the season for elections and this year there’s more excitement than ever. There’s the potential for a power shift in Congress, a new party in town keeping things stirred up, and healthcare reform in the middle of the fray. Is it fun to talk about? You betcha!
While we’re certainly interested and are watching what happens, the question HR people and business owners should be asking is: “How is this election impacting our employees and our work environment?”
Regardless of whether you support the donkeys, elephants, tea drinkers, or the green people in the elections this year, here are some things that you should do to minimize the impact of politics on your workforce:
• Keep campaign materials and signs out of the workplace. Want to put out a sign? That’s why you have a front yard.
• Discourage political debates. As a leader, you can (and should) re-direct political conversations that occur when you are around.
• Keep your political views to yourself. Chances are your staff already knows what you think. Why make them any more uncomfortable if they don’t share your views?
Politics make for fascinating discussions and some exciting debates. They can even be fun in the right venue, but at the end of the day, you will want your employees to be able to work together after Election Day. Help make that a reality.
HRM Innovations, LLC is available to help with any questions you may have on HR or Management related topics and can be contacted at: Kevin@HRMInnovationsllc.com or 269-615-4821.
While we’re certainly interested and are watching what happens, the question HR people and business owners should be asking is: “How is this election impacting our employees and our work environment?”
Regardless of whether you support the donkeys, elephants, tea drinkers, or the green people in the elections this year, here are some things that you should do to minimize the impact of politics on your workforce:
• Keep campaign materials and signs out of the workplace. Want to put out a sign? That’s why you have a front yard.
• Discourage political debates. As a leader, you can (and should) re-direct political conversations that occur when you are around.
• Keep your political views to yourself. Chances are your staff already knows what you think. Why make them any more uncomfortable if they don’t share your views?
Politics make for fascinating discussions and some exciting debates. They can even be fun in the right venue, but at the end of the day, you will want your employees to be able to work together after Election Day. Help make that a reality.
HRM Innovations, LLC is available to help with any questions you may have on HR or Management related topics and can be contacted at: Kevin@HRMInnovationsllc.com or 269-615-4821.
Thursday, August 26, 2010
Are You a Visionary Leader?
Recently a client asked me to prepare a presentation on visionary leadership. Hopefully by now my regular readers will know that I strongly advocate that leaders work with their employees to create a vision and set challenging expectations for each individual in support of that vision.
Now, I do admit to being a little spoiled here. Between reporting to a series of presidents who spoke limited English, to owning my own firm; I haven’t had close supervision in a very long time. And, I will admit that there are times (like when training someone new) when close supervision is a really good thing. But after that, if people know what you expect and are bought into your vision, micromanagement will only serve to encourage them to limit taking ownership of their work.
At one end of the spectrum, Netflix has established themselves as the master of a no policy workforce. Being in a creative industry where the opportunity for damage due to the quality of their products is limited, they have taken visionary leadership to a new level. Netflix does not have a policy for vacation time. Their entertainment and business travel expense policy is simple: ”Act in Netflix’s best interest.” But my favorite is this comment on their dress code:
“There is also no clothing policy at Netflix, but no one has come to work naked lately.”
We’ve all heard the horror stories of the leaders that slow progress and frustrate their employees by reviewing every minor decision. Does this sound like you? If you are a control freak who needs to be involved, then identify the key things that are most important to your business, like product innovation, service quality, or quantity produced. Get your employees excited about your vision for those areas and leave the rest up to them. There’s a good chance that they will come up with suggestions for doing things better, faster, and will have more fun along the way. Process improvements can be a really great thing – and they rarely come from the top down, but rather the bottom up.
Visionary leaders focus on the big picture and the end results. They trust their staffs to handle the details. If you are a leader who can’t trust your staff to come to work wearing clothes, then you don’t have the right staff.
“If you want to build a ship, don’t drum up the people to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.”
- Antonie De Saint-Exupery
Now, I do admit to being a little spoiled here. Between reporting to a series of presidents who spoke limited English, to owning my own firm; I haven’t had close supervision in a very long time. And, I will admit that there are times (like when training someone new) when close supervision is a really good thing. But after that, if people know what you expect and are bought into your vision, micromanagement will only serve to encourage them to limit taking ownership of their work.
At one end of the spectrum, Netflix has established themselves as the master of a no policy workforce. Being in a creative industry where the opportunity for damage due to the quality of their products is limited, they have taken visionary leadership to a new level. Netflix does not have a policy for vacation time. Their entertainment and business travel expense policy is simple: ”Act in Netflix’s best interest.” But my favorite is this comment on their dress code:
“There is also no clothing policy at Netflix, but no one has come to work naked lately.”
We’ve all heard the horror stories of the leaders that slow progress and frustrate their employees by reviewing every minor decision. Does this sound like you? If you are a control freak who needs to be involved, then identify the key things that are most important to your business, like product innovation, service quality, or quantity produced. Get your employees excited about your vision for those areas and leave the rest up to them. There’s a good chance that they will come up with suggestions for doing things better, faster, and will have more fun along the way. Process improvements can be a really great thing – and they rarely come from the top down, but rather the bottom up.
Visionary leaders focus on the big picture and the end results. They trust their staffs to handle the details. If you are a leader who can’t trust your staff to come to work wearing clothes, then you don’t have the right staff.
“If you want to build a ship, don’t drum up the people to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea.”
- Antonie De Saint-Exupery
Monday, August 16, 2010
Anniversary Week
This week is a landmark for HRM Innovations, LLC. It was one year ago that I officially and publicly launched HRM Innovations by standing up in a KHRMA meeting to say “I’m going to do this!”
The year has gone quickly and I have been fortunate to have some great projects and many terrific customers. Last week, I placed an order for more business cards. What looked like a huge box of 500 cards a year ago is now an empty testament to the many people that I have met.
My clients have welcomed me into their organizations, trusted me with their systems and their employees. I thank them for their confidence and support.
I also want to thank the many people who volunteered to help with the activities required to start a business, including: proofreading my business plan, critiquing my marketing materials, providing coaching advice and moral support, offering me conference rooms and office space, introducing me to network contacts, serving as references, giving legal advice, and providing feedback on presentations. A couple of you even followed my blog!
Finally, I’d like to give a special thank you to my wife Tami, for giving me great support. Your confidence has meant a lot to me.
Year one was such a great experience that I can’t wait to see what happens in year two!
The year has gone quickly and I have been fortunate to have some great projects and many terrific customers. Last week, I placed an order for more business cards. What looked like a huge box of 500 cards a year ago is now an empty testament to the many people that I have met.
My clients have welcomed me into their organizations, trusted me with their systems and their employees. I thank them for their confidence and support.
I also want to thank the many people who volunteered to help with the activities required to start a business, including: proofreading my business plan, critiquing my marketing materials, providing coaching advice and moral support, offering me conference rooms and office space, introducing me to network contacts, serving as references, giving legal advice, and providing feedback on presentations. A couple of you even followed my blog!
Finally, I’d like to give a special thank you to my wife Tami, for giving me great support. Your confidence has meant a lot to me.
Year one was such a great experience that I can’t wait to see what happens in year two!
Thursday, August 5, 2010
What’s the Biggest Issue Facing HR Today?
In my efforts to keep up with the latest, I was reading some online articles. One article in particular caught my eye. In it, the author challenged the results of a recent survey by ComPsych (www.ComPsych.com) that states HR Managers are more concerned about morale than any other issue, even healthcare reform.
Here’s the survey breakdown of what HR Managers are most concerned about according to the ComPsych survey.:
31% - Maintaining employee productivity and morale
26% - Dealing with healthcare costs and new legislation
16% - Finding qualified candidates
14% - Handling organizational change
13% - Retaining top performers
In talking with my clients, I believe the survey is correct. Here’s why: Last year, people feared for their jobs, unemployment was high, and companies were downsizing. Throughout 2009, we saw fewer employee relations concerns, lower turnover, and a general decrease in “boat rocking.”
Last fall, a recruiter friend of mine predicted companies that didn’t treat their employees well during the recession would experience significant turnover at the end of it. I’m sure she was right. Now, the job market is opening back up. Companies are hiring, but on a limited basis. Workloads are higher than ever. As a result, turnover is creeping back up. Regardless of what happened during the past year, there are some things you can do now to reduce the risk of losing your best performers. Try these steps:
▪ Provide recognition for your top performers and for anyone who has gone above and beyond during this period. Let them know you appreciate their efforts.
▪ Make certain that their current workloads are manageable. People will work extended hours for short periods of time, but it’s not sustainable unless there’s a light at the end of the tunnel.
▪ Open up those lines of communications. People want to feel in on the things that matter. Even if you can’t give them what they need now, let them know you’re aware of their needs and are planning for the future.
▪ Don’t subscribe to the “Employees should be thankful for a job” management theory. That’s a sure recipe for the need to recruit replacement employees.
What about Healthcare reform? I predict that the biggest healthcare challenges for HR professionals are 9-12 months away. That’s when our employees will be looking at neighboring companies and asking: “Why didn’t we handle the healthcare reform implementation like they did?” Of course, if we don’t take steps to retain our best employees now, we won’t need to worry about providing medical benefits later.
Here’s the survey breakdown of what HR Managers are most concerned about according to the ComPsych survey.:
31% - Maintaining employee productivity and morale
26% - Dealing with healthcare costs and new legislation
16% - Finding qualified candidates
14% - Handling organizational change
13% - Retaining top performers
In talking with my clients, I believe the survey is correct. Here’s why: Last year, people feared for their jobs, unemployment was high, and companies were downsizing. Throughout 2009, we saw fewer employee relations concerns, lower turnover, and a general decrease in “boat rocking.”
Last fall, a recruiter friend of mine predicted companies that didn’t treat their employees well during the recession would experience significant turnover at the end of it. I’m sure she was right. Now, the job market is opening back up. Companies are hiring, but on a limited basis. Workloads are higher than ever. As a result, turnover is creeping back up. Regardless of what happened during the past year, there are some things you can do now to reduce the risk of losing your best performers. Try these steps:
▪ Provide recognition for your top performers and for anyone who has gone above and beyond during this period. Let them know you appreciate their efforts.
▪ Make certain that their current workloads are manageable. People will work extended hours for short periods of time, but it’s not sustainable unless there’s a light at the end of the tunnel.
▪ Open up those lines of communications. People want to feel in on the things that matter. Even if you can’t give them what they need now, let them know you’re aware of their needs and are planning for the future.
▪ Don’t subscribe to the “Employees should be thankful for a job” management theory. That’s a sure recipe for the need to recruit replacement employees.
What about Healthcare reform? I predict that the biggest healthcare challenges for HR professionals are 9-12 months away. That’s when our employees will be looking at neighboring companies and asking: “Why didn’t we handle the healthcare reform implementation like they did?” Of course, if we don’t take steps to retain our best employees now, we won’t need to worry about providing medical benefits later.
Thursday, July 22, 2010
Good HR Could Have Saved Shirley Sherrod’s Job
You may have seen the news about the USDA employee, Shirley Sherrod, who was asked to resign on Monday. In a nutshell, a video of a presentation she gave was edited to appear that she denied aid to white farmers based on their race. In a matter of hours after the firestorm started on Monday, she was suspended. She was then told to resign and, before the day was out, was told to leave immediately and to return her government car. On Tuesday, they found out that she hadn’t actually done anything wrong…
This is where good HR practices come in. Firing people is a highly emotional business, but it never has to be immediate. When training leaders I always advocate taking the time to thoroughly investigate a situation. After all, what’s the rush?
There’s a simple tool, called a “suspension pending investigation,” that leaders should always use prior to rule violation terminations. The USDA started there. Unfortunately, they rushed past the investigation process on their way to the firing line.
Temporarily removing the person from the organization gives you time to do a thorough investigation. It should include: interviewing the person, their co-workers, the supervisor, and reviewing your policy on the violation. It also provides time to allow cooler heads to prevail.
As of this morning, the USDA has offered Shirley a new position. The verdict is out on whether she will accept; unfortunately the damage has already been done. Firing is a last resort action for employees that can’t or won’t positively contribute to an organization. Before you fire someone, make certain that you get ready, take aim, and then fire.
This is where good HR practices come in. Firing people is a highly emotional business, but it never has to be immediate. When training leaders I always advocate taking the time to thoroughly investigate a situation. After all, what’s the rush?
There’s a simple tool, called a “suspension pending investigation,” that leaders should always use prior to rule violation terminations. The USDA started there. Unfortunately, they rushed past the investigation process on their way to the firing line.
Temporarily removing the person from the organization gives you time to do a thorough investigation. It should include: interviewing the person, their co-workers, the supervisor, and reviewing your policy on the violation. It also provides time to allow cooler heads to prevail.
As of this morning, the USDA has offered Shirley a new position. The verdict is out on whether she will accept; unfortunately the damage has already been done. Firing is a last resort action for employees that can’t or won’t positively contribute to an organization. Before you fire someone, make certain that you get ready, take aim, and then fire.
Thursday, July 15, 2010
Healthcare Reform: Are you ready for September?
It’s been a little while since we’ve talked about healthcare reform, but that doesn’t mean that the changes are coming any slower. In fact, there’s a lot happening in September. Here’s a list of changes effective September 23rd, 2010 for all new plan years starting on or after that date. I picked the topics that I believe will impact business owners the most, but this is by no means an exhaustive list:
• Young adults that are covered by your plan as dependents must be offered coverage until they reach age 26 (unless covered by an employer of their own).
• Plans must include preventive care services such as mammograms and colonoscopies for free. Co-pays, deductibles, and co-insurance are not allowed.
• Insurance companies cannot rescind coverage for someone who is ill due to a technicality or application error.
• There is a new external review process for individuals to appeal insurance company decisions.
• Lifetime benefit maximums have been eliminated
• Annual limits on essential services have been eliminated
• Pre-existing condition clauses have been eliminated for all children under the age of 19.
Those are the key changes for September and there are some additional changes that will take effect on January 1st, 2011. Those changes include:
• Large employer plans will be eligible for rebates if medical claim costs are less than 85% of the insurance costs.
• Small employer and individual plans are eligible for rebates if medical claim costs are less than 80% of the insurance costs.
The rebates are designed to limit the profit and administrative expense amounts available to insurance companies.
If you have not yet reviewed your plan for changes, I would strongly encourage you to do so soon. Additional information is available on the web at: www.healthcare.gov
• Young adults that are covered by your plan as dependents must be offered coverage until they reach age 26 (unless covered by an employer of their own).
• Plans must include preventive care services such as mammograms and colonoscopies for free. Co-pays, deductibles, and co-insurance are not allowed.
• Insurance companies cannot rescind coverage for someone who is ill due to a technicality or application error.
• There is a new external review process for individuals to appeal insurance company decisions.
• Lifetime benefit maximums have been eliminated
• Annual limits on essential services have been eliminated
• Pre-existing condition clauses have been eliminated for all children under the age of 19.
Those are the key changes for September and there are some additional changes that will take effect on January 1st, 2011. Those changes include:
• Large employer plans will be eligible for rebates if medical claim costs are less than 85% of the insurance costs.
• Small employer and individual plans are eligible for rebates if medical claim costs are less than 80% of the insurance costs.
The rebates are designed to limit the profit and administrative expense amounts available to insurance companies.
If you have not yet reviewed your plan for changes, I would strongly encourage you to do so soon. Additional information is available on the web at: www.healthcare.gov
Tuesday, July 6, 2010
Michigan's New Law: To Text or Not to Text?
First, a confession: I’m addicted to my phone. I’ll be the first to tell you that I travel a fair amount in my work and my phone is a key part of my ability to stay connected to my customers. I do use a hands free one while driving, but I am definitely guilty of checking my email at traffic lights.
Effective, July 1st, Michigan made it illegal to text while driving. While I’m not crazy about the idea of having laws that cover every aspect of our lives, I honestly don’t feel safe passing someone on the highway that is looking down at a phone, texting with both hands and steering with his knees. I remember getting hit from behind by a teenager who was talking on his cell phone a few years back. That experience didn’t exactly leave me with a warm safe feeling.
In a related development back in April, the Supreme Court heard oral arguments in the case of City of Ontario v Quon. The case involves Quon, a SWAT team member in California, who was sending and receiving sexually explicit text messages using his city owned and provided pager. While the court has yet to issue a decision in the case, it’s safe to say that the case is where it is because the city did not have a policy that covered this scenario. They did have a general policy regarding email and the use of company equipment, but not texting, and their actions did not always conform to the policy. So what do we need to do?
First, make certain your policy is clear and specific: Explain that no employee should have any expectation of privacy while using company equipment at any time. Then, specifically define what equipment is covered by this and update your policy on a regular basis as technology changes.
Second, think safety: Do your employees drive as a part of their jobs? Do they send text messages to their kids as they navigate their way through a forklift aisle on their way to the cafeteria for breaks? Cover this in your policy as well.
Finally, enforce your policy: If your policy says one thing, but you do another (even for your executives), your policy won’t help you defend any disciplinary action that you may end up taking.
While it may be impossible to cover every potential possibility in a policy, this is one area where you really should carefully consider your operation, expectations, and potential pitfalls. Get a team together to brainstorm scenarios – and include your IT person (and your favorite consultant). Setting clear expectations now may just save you a lot of frustration later.
Effective, July 1st, Michigan made it illegal to text while driving. While I’m not crazy about the idea of having laws that cover every aspect of our lives, I honestly don’t feel safe passing someone on the highway that is looking down at a phone, texting with both hands and steering with his knees. I remember getting hit from behind by a teenager who was talking on his cell phone a few years back. That experience didn’t exactly leave me with a warm safe feeling.
In a related development back in April, the Supreme Court heard oral arguments in the case of City of Ontario v Quon. The case involves Quon, a SWAT team member in California, who was sending and receiving sexually explicit text messages using his city owned and provided pager. While the court has yet to issue a decision in the case, it’s safe to say that the case is where it is because the city did not have a policy that covered this scenario. They did have a general policy regarding email and the use of company equipment, but not texting, and their actions did not always conform to the policy. So what do we need to do?
First, make certain your policy is clear and specific: Explain that no employee should have any expectation of privacy while using company equipment at any time. Then, specifically define what equipment is covered by this and update your policy on a regular basis as technology changes.
Second, think safety: Do your employees drive as a part of their jobs? Do they send text messages to their kids as they navigate their way through a forklift aisle on their way to the cafeteria for breaks? Cover this in your policy as well.
Finally, enforce your policy: If your policy says one thing, but you do another (even for your executives), your policy won’t help you defend any disciplinary action that you may end up taking.
While it may be impossible to cover every potential possibility in a policy, this is one area where you really should carefully consider your operation, expectations, and potential pitfalls. Get a team together to brainstorm scenarios – and include your IT person (and your favorite consultant). Setting clear expectations now may just save you a lot of frustration later.
Thursday, June 10, 2010
Creating Caring Communities
Recently, the son of a neighbor was diagnosed with cancer and our neighborhood support network immediately sprang into action. Family support was coordinated, communication channels were set up, and trees throughout the neighborhood were decorated with ribbons.
Surprised? We weren’t. This is standard fare for our neighborhood. It’s just that kind of place. But can employers create these types of caring communities in the workplace? Absolutely they can, and here’s how great leaders do it:
1. Know your employees: Make it a priority to know your employees, by name, and to know something about them personally. If yours is a small organization, this part is easier, but the need doesn’t go away for larger groups. Maybe you can’t know everyone, but you should certainly make the effort to try. Set aside time every week to go talk with them.
2. Be human: While they don’t want you to share every detail, people will feel closer to you if you open up to them about your personal life. Sharing key milestones and proud moments helps to create a bond and build trust.
3. Lead by example: If you want your employees to care about each other, start by caring about them. Provide support for them when they are in a difficult situation. Attending the funerals of employee’s loved ones and celebrating their milestones will send a strong message about your concern for them.
4. Don’t start a committee: Having a person to coordinate support in a crisis is a good thing, having a committee that provides flowers for every special occasion is generic and half hearted. Keep it genuine, keep it unique. Does this mean everyone will get the same treatment? Probably not, but what two situations are the same?
5. Focus on the positive: Look for the good things that happen everyday and your employees will start doing the same. If they feel good about the work they are doing and aren’t afraid of being punished for mistakes, they will be more likely to apply energy to helping others.
Surprised? We weren’t. This is standard fare for our neighborhood. It’s just that kind of place. But can employers create these types of caring communities in the workplace? Absolutely they can, and here’s how great leaders do it:
1. Know your employees: Make it a priority to know your employees, by name, and to know something about them personally. If yours is a small organization, this part is easier, but the need doesn’t go away for larger groups. Maybe you can’t know everyone, but you should certainly make the effort to try. Set aside time every week to go talk with them.
2. Be human: While they don’t want you to share every detail, people will feel closer to you if you open up to them about your personal life. Sharing key milestones and proud moments helps to create a bond and build trust.
3. Lead by example: If you want your employees to care about each other, start by caring about them. Provide support for them when they are in a difficult situation. Attending the funerals of employee’s loved ones and celebrating their milestones will send a strong message about your concern for them.
4. Don’t start a committee: Having a person to coordinate support in a crisis is a good thing, having a committee that provides flowers for every special occasion is generic and half hearted. Keep it genuine, keep it unique. Does this mean everyone will get the same treatment? Probably not, but what two situations are the same?
5. Focus on the positive: Look for the good things that happen everyday and your employees will start doing the same. If they feel good about the work they are doing and aren’t afraid of being punished for mistakes, they will be more likely to apply energy to helping others.
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