We all know that personal problems affect an employee’s life both at home and at work. When these problems arise, employers are faced with issues such as lost work time, lost productivity, and sometimes, dangerous workplace situations. However, many small to mid-sized companies in the Kansas City area can not afford the expense of an Employee Assistance Program. Now you can offer your employees a free helpline.
United Way 2-1-1 can help. 2-1-1 is an easy-to-remember central phone number connecting people with available community resources. United way 2-1-1 spans a 23-county area around Kansas City and has access to literally thousands of resources.
Turn to United Way 2-1-1 for… Any basic needs, senior care, health, employment, childcare, family assistance, financial assistance, help with utilities, suicide or substance abuse issues, and much more.
If 2-1-1 does not work from your phone, call 816-474-5112. United Way 2-1-1 is also available online at kcunitedway.org.
Have questions??? Call People Wise at 816-858-7300.
Thursday, June 19, 2008
Wednesday, June 18, 2008
Five Quick Gen Y Tips...
"To stay competitive in today's marketplace, employers need to understand the characteristics of Generation Y candidates and recruit accordingly," advises Ann E. Zaslow-Rethaber of International Search Consultants (ISC), a leading executive search firm that specializes in the sales and marketing industry on a nationwide as well as international basis.
Generation Y includes those born between 1980 and 2003 and have nearly twice as many members as the earlier generation - Generation X. Here are a few suggestions on how to recruit for this new group of candidates:
• Understand their characteristics - Members of Generation Y are confident, independent, socially conscious and comfortable with technology. They are career driven and when looking for a job, take a different approach then generations before them. Instead of asking themselves what companies are they qualified to work for, they ask themselves what companies they want to work for and go after those.
• Get their attention with a strong recruiting message - since these are tech savvy candidates, recruiting and delivering information in a creative way via the internet is a must. These candidates have no problem being marketed to so be direct and hit home on the strengths of the company and position. Avoid misleading or false messages - straightforward is always best.
• Offer flexibility - while this group in general is self motivated and hardworking, they want to have flexibility on the job. You can attract them to your company by promoting such perks as flexible work schedules, telecommuting options, and casual dress code. Personal fulfillment opportunities rank higher in this group than do monetary rewards or richer benefit plans.
• Tout your company's community involvement - these candidates want to make a difference not only on the job but in the world. Publicize any of your company's efforts to improve the community or world such as participating in the green movement, giving to charities or sponsoring community events, for example.
• Provide ample growth opportunities - because Generation Y members are more loyal to their careers than to their companies, be sure to highlight all opportunities for growth such as training, mentoring, and career advancement. In most cases, as long as they continue to learn and grow within your company, more than likely they will stay put for awhile.
People Wise now offers an affordable http://www.pwhrm.com/training/online.html. For a free demo check out http://www.pwhrm.com/ or call 816.858.7300 today!!
Generation Y includes those born between 1980 and 2003 and have nearly twice as many members as the earlier generation - Generation X. Here are a few suggestions on how to recruit for this new group of candidates:
• Understand their characteristics - Members of Generation Y are confident, independent, socially conscious and comfortable with technology. They are career driven and when looking for a job, take a different approach then generations before them. Instead of asking themselves what companies are they qualified to work for, they ask themselves what companies they want to work for and go after those.
• Get their attention with a strong recruiting message - since these are tech savvy candidates, recruiting and delivering information in a creative way via the internet is a must. These candidates have no problem being marketed to so be direct and hit home on the strengths of the company and position. Avoid misleading or false messages - straightforward is always best.
• Offer flexibility - while this group in general is self motivated and hardworking, they want to have flexibility on the job. You can attract them to your company by promoting such perks as flexible work schedules, telecommuting options, and casual dress code. Personal fulfillment opportunities rank higher in this group than do monetary rewards or richer benefit plans.
• Tout your company's community involvement - these candidates want to make a difference not only on the job but in the world. Publicize any of your company's efforts to improve the community or world such as participating in the green movement, giving to charities or sponsoring community events, for example.
• Provide ample growth opportunities - because Generation Y members are more loyal to their careers than to their companies, be sure to highlight all opportunities for growth such as training, mentoring, and career advancement. In most cases, as long as they continue to learn and grow within your company, more than likely they will stay put for awhile.
People Wise now offers an affordable http://www.pwhrm.com/training/online.html. For a free demo check out http://www.pwhrm.com/ or call 816.858.7300 today!!
Tuesday, June 17, 2008
Ten Commandments to Work by...
I am not really sure where this originated but I really enjoyed these 10 Commandments to Work by. I hope you do to.
1. Thou shalt honor thyself. Your brain can process 100 trillion instructions per second while using the equivalent of just 12 watts of power. Your heart beats 100,000 times per day, carrying your blood some 12,000 miles (19,000 km). You're built to imagine, create, communicate, and love. If you do nothing else today, sit back in awe of yourself.
2. Thou shalt be true to thyself. Only one person has your portfolio of experience, know-how, skills, and style attributes. You're in charge of putting it to work without compromise. If you need inspiration, consider Mother Teresa, Martin Luther King Jr., and Thomas Edison. All of these greats -- and many more -- enriched the world by rejecting conformity and making the most of their differences.
3. Thou shalt speak up. When you have a good idea, share it. When you have a question, ask it. When you need help, say so. When your help is needed, offer it. When you see a scene of disrespect, step forward and set things right. When you envision a better future, put it in spoken word. Your voice needs to be heard.
4. Thou shalt strive to simplify. Whenever people congregate, they tend to overcomplicate. That explains those countless workplace rules, objectives, projects, deadlines, and meetings. It's up to you to challenge the raging routine. Take a fresh look at your schedule, and eliminate every activity that seems important but isn't. An action is either mission-driven or mere motion. Keep the former, ditch the latter.
5. Thou shalt assume the best. Few people wake up and declare: "I'm going to make this a horrible day. I'm going to foul things up and make life miserable for my co-workers." No, most people want good days in which they use their know-how, exercise their creativity, and make a positive contribution. Assume and expect the best...and that's what you'll get.
6. Thou shalt fix processes, not people. It's tempting to blame that missed deadline or fouled-up project on Debbie, Dan, or some other nearby human punching bag. But the fact is, problems almost always occur because of process issues, not people. So cut Debbie and Dan some slack -- and enlist their help in analyzing and improving the flow of activities that make up the process.
7. Thou shalt serve a greater purpose. Henry David Thoreau lived 150 years ago, but his words seem especially relevant in today's Blackberried world: "It is not enough to be busy -- so are the ants. The question is: What are we busy about?" Nor is it enough to have a mission statement that lies forgotten. What's needed is a heartfelt mission that gives meaning to all the work-related busyness. What's yours?
8. Thou shalt be interested. Want to be interesting? Then be interested -- in people, processes, clients, customers, competitors, and more. Open your eyes a bit wider. Be more curious. Seek new challenges. Start more conversations. Make a point of asking questions rather than making statements. Turn your work world, and the larger world, into your own lifelong school.
9. Thou shalt honor time away from work. You're more than an employee. You're more than the sum of your tasks. You're a human being, not a human doing. Treat yourself accordingly by rounding out how you spend your time. Balance your time at work with time at home, outdoors, in the community, and elsewhere. You'll recharge your battery while gaining new insights and perspectives that inform your work.
10. Thou shalt be thine own best manager. Guess who's in charge of you. Hint: It's not your boss, your boss's boss, or anyone else. The sooner you take responsibility for your own happiness and fulfillment, the sooner you'll achieve it.
For information about Employee Training, Stress Management, Conflict Resolution, and Team Building check out People Wise at www.pwhrm.com
1. Thou shalt honor thyself. Your brain can process 100 trillion instructions per second while using the equivalent of just 12 watts of power. Your heart beats 100,000 times per day, carrying your blood some 12,000 miles (19,000 km). You're built to imagine, create, communicate, and love. If you do nothing else today, sit back in awe of yourself.
2. Thou shalt be true to thyself. Only one person has your portfolio of experience, know-how, skills, and style attributes. You're in charge of putting it to work without compromise. If you need inspiration, consider Mother Teresa, Martin Luther King Jr., and Thomas Edison. All of these greats -- and many more -- enriched the world by rejecting conformity and making the most of their differences.
3. Thou shalt speak up. When you have a good idea, share it. When you have a question, ask it. When you need help, say so. When your help is needed, offer it. When you see a scene of disrespect, step forward and set things right. When you envision a better future, put it in spoken word. Your voice needs to be heard.
4. Thou shalt strive to simplify. Whenever people congregate, they tend to overcomplicate. That explains those countless workplace rules, objectives, projects, deadlines, and meetings. It's up to you to challenge the raging routine. Take a fresh look at your schedule, and eliminate every activity that seems important but isn't. An action is either mission-driven or mere motion. Keep the former, ditch the latter.
5. Thou shalt assume the best. Few people wake up and declare: "I'm going to make this a horrible day. I'm going to foul things up and make life miserable for my co-workers." No, most people want good days in which they use their know-how, exercise their creativity, and make a positive contribution. Assume and expect the best...and that's what you'll get.
6. Thou shalt fix processes, not people. It's tempting to blame that missed deadline or fouled-up project on Debbie, Dan, or some other nearby human punching bag. But the fact is, problems almost always occur because of process issues, not people. So cut Debbie and Dan some slack -- and enlist their help in analyzing and improving the flow of activities that make up the process.
7. Thou shalt serve a greater purpose. Henry David Thoreau lived 150 years ago, but his words seem especially relevant in today's Blackberried world: "It is not enough to be busy -- so are the ants. The question is: What are we busy about?" Nor is it enough to have a mission statement that lies forgotten. What's needed is a heartfelt mission that gives meaning to all the work-related busyness. What's yours?
8. Thou shalt be interested. Want to be interesting? Then be interested -- in people, processes, clients, customers, competitors, and more. Open your eyes a bit wider. Be more curious. Seek new challenges. Start more conversations. Make a point of asking questions rather than making statements. Turn your work world, and the larger world, into your own lifelong school.
9. Thou shalt honor time away from work. You're more than an employee. You're more than the sum of your tasks. You're a human being, not a human doing. Treat yourself accordingly by rounding out how you spend your time. Balance your time at work with time at home, outdoors, in the community, and elsewhere. You'll recharge your battery while gaining new insights and perspectives that inform your work.
10. Thou shalt be thine own best manager. Guess who's in charge of you. Hint: It's not your boss, your boss's boss, or anyone else. The sooner you take responsibility for your own happiness and fulfillment, the sooner you'll achieve it.
For information about Employee Training, Stress Management, Conflict Resolution, and Team Building check out People Wise at www.pwhrm.com
Thursday, June 12, 2008
Creating a Positive Work Atmosphere
This post is for Negative Nancy. On an earlier post Nancy asked about keeping her employees positive while she is out of the office. Anonymous had some great advice for her. Here are some more tips.
There are so many reasons to maintain a positive workplace; happy people are more productive, happy people want to stay in your employ reducing your turnover, and customers want to interact with happy people. Surveys show that if your workforce is not happy, your customers won’t be either.
How do you maintain a positive workforce? First, you have to hire positive people (see post, Hire for Attitude Train for Skill). Next, you have to keep those positive people happy by compensating them appropriately and treating them well.
However, even when you have those two essentials down, a busy office can stress-out the best of us from time to time. Here are some helpful tips to maintain that up-beat positive workplace even when things are stressful.
1. Watch your own behavior. As a business owner or manager, it is easy to get tired and overwhelmed. Be sure that you are not the “Negative Nancy” of the office. If you find yourself mumbling "TGIF" or "I hate Mondays", purchase a copy of "Learned Optimism" by Martin Seligman, you will love it. Then pass it on to your employees.
2. Start a Recognition Program that rewards the positive behaviors in your office. Have fun with it. I created such a program for one of my clients which we called “Getting Caught in the ACT”, standing for Achievement, Character, and Teamwork. The idea was to catch someone in the act of doing something good, and than rewarding them. In this program the rewards did not cost more than $25, a small price to pay to make someone feel appreciated. The point is to have fun with it and reward those qualities that make your workplace a great place to be.
3. Do a Culture Walk-Through. Walk into your offices as though you have never been there before…see it through the eyes of a new customer or employee. What do you hear? What do you see? Is their chaos and clutter? Are the pictures on the walls upbeat and motivational? You will be surprised by what you find and how a few small changes could boost morale.
4. Stay upbeat with some tunes. Upbeat music helps to lift spirits. Challenge the staff to develop the "Happiest" of happy music cd’s, a collection of tunes that will keep people smiling and whistling while they work. They will love to hear their creation played in the office.
5. Have an Open Door Policy. You may think that you don’t have the time to listen to every employees concerns, venting, or ideas. But trust me; you don’t have the time not to. If an employee can not talk to you about an issue (and get it resolved) they will be talking to others about it or brooding over it for days. Nip it in the bud, let them vent it directly to you so they can move on to a more productive activity.
Remember, People Wise offers many services to the Kansas City Small Business including Team Builders, Conflict Resolution and Customer Service Training, and help with difficult employee situations. We are here to help www.pwhrm.com
There are so many reasons to maintain a positive workplace; happy people are more productive, happy people want to stay in your employ reducing your turnover, and customers want to interact with happy people. Surveys show that if your workforce is not happy, your customers won’t be either.
How do you maintain a positive workforce? First, you have to hire positive people (see post, Hire for Attitude Train for Skill). Next, you have to keep those positive people happy by compensating them appropriately and treating them well.
However, even when you have those two essentials down, a busy office can stress-out the best of us from time to time. Here are some helpful tips to maintain that up-beat positive workplace even when things are stressful.
1. Watch your own behavior. As a business owner or manager, it is easy to get tired and overwhelmed. Be sure that you are not the “Negative Nancy” of the office. If you find yourself mumbling "TGIF" or "I hate Mondays", purchase a copy of "Learned Optimism" by Martin Seligman, you will love it. Then pass it on to your employees.
2. Start a Recognition Program that rewards the positive behaviors in your office. Have fun with it. I created such a program for one of my clients which we called “Getting Caught in the ACT”, standing for Achievement, Character, and Teamwork. The idea was to catch someone in the act of doing something good, and than rewarding them. In this program the rewards did not cost more than $25, a small price to pay to make someone feel appreciated. The point is to have fun with it and reward those qualities that make your workplace a great place to be.
3. Do a Culture Walk-Through. Walk into your offices as though you have never been there before…see it through the eyes of a new customer or employee. What do you hear? What do you see? Is their chaos and clutter? Are the pictures on the walls upbeat and motivational? You will be surprised by what you find and how a few small changes could boost morale.
4. Stay upbeat with some tunes. Upbeat music helps to lift spirits. Challenge the staff to develop the "Happiest" of happy music cd’s, a collection of tunes that will keep people smiling and whistling while they work. They will love to hear their creation played in the office.
5. Have an Open Door Policy. You may think that you don’t have the time to listen to every employees concerns, venting, or ideas. But trust me; you don’t have the time not to. If an employee can not talk to you about an issue (and get it resolved) they will be talking to others about it or brooding over it for days. Nip it in the bud, let them vent it directly to you so they can move on to a more productive activity.
Remember, People Wise offers many services to the Kansas City Small Business including Team Builders, Conflict Resolution and Customer Service Training, and help with difficult employee situations. We are here to help www.pwhrm.com
Wednesday, June 11, 2008
Another Reason to Read Before You Sign Anything
Fine Print: Beware of sending severance agreements home with fired employees.
The ex-finance chief of a Kansas marketing firm who is serving prison time for embezzlement might still pocket about $75,000 in severance pay, even though she had secretly changed the severance contract.
Laura R. Kreisler pleaded guilty last year to stealing more than $857,000 from Creative Consumer Concepts Inc., or C3, as it’s known in its hometown of Overland Park, Kansas. She was sentenced to seven years in prison.
Case closed? Not really. The embezzlement came to light about a month after she was fired in November 2004 for insubordination. When C3 fired her, the company offered to continue paying her salary for six months. She took the severance contract home and scanned it into her computer and added a provision that would allow her to keep the extra pay even if the firm sued her. Unaware that the contract had been altered, C3’s human resources manager signed it.
But when Kreisler’s thievery was uncovered, C3 cut off the severance pay and wanted back what it already had given her. C3 and Kreisler sued each other. She maintained that just because she changed the contract didn’t mean C3 was off the hook for the money. Recently, a federal judge pointed out that based on Kansas case law, parties to an agreement are generally bound by the contents whether they read it or not.
Having diffuculty with an employee termination? Have an HR Question? We can help. People Wise.
This item originally appeared in Financial Week
The ex-finance chief of a Kansas marketing firm who is serving prison time for embezzlement might still pocket about $75,000 in severance pay, even though she had secretly changed the severance contract.
Laura R. Kreisler pleaded guilty last year to stealing more than $857,000 from Creative Consumer Concepts Inc., or C3, as it’s known in its hometown of Overland Park, Kansas. She was sentenced to seven years in prison.
Case closed? Not really. The embezzlement came to light about a month after she was fired in November 2004 for insubordination. When C3 fired her, the company offered to continue paying her salary for six months. She took the severance contract home and scanned it into her computer and added a provision that would allow her to keep the extra pay even if the firm sued her. Unaware that the contract had been altered, C3’s human resources manager signed it.
But when Kreisler’s thievery was uncovered, C3 cut off the severance pay and wanted back what it already had given her. C3 and Kreisler sued each other. She maintained that just because she changed the contract didn’t mean C3 was off the hook for the money. Recently, a federal judge pointed out that based on Kansas case law, parties to an agreement are generally bound by the contents whether they read it or not.
Having diffuculty with an employee termination? Have an HR Question? We can help. People Wise.
This item originally appeared in Financial Week
Tuesday, June 10, 2008
Ten Employee Training Tips.
Well-trained employees are the key to your small business success. Studies have shown that the most successful, productive employees are those who have received extensive training. They’re the cream of the crop, often having the strongest stake in the company’s future.
In an ideal world, you would be able to hire people who already possess the exact skills your business needs. But in today’s competitive labor market, demand for skilled workers far exceeds supply.
That’s where training comes in. Not only does instruction arm your employees with needed professional or technical skills, but it also shows that you are invested in them and interested in bringing them with you into the company’s future. This helps keep workers motivated and involved.
To successfully launch an employee training program in your own company, follow these 10 helpful tips:
1. Stress training as investment. The reason training is often considered optional at many companies is because it is thought of as an expense rather than an investment. While it’s true that training can be costly up front, it's a long-term investment in the growth and development of your human resources.
2. Determine your needs. As you probably don’t have unlimited time or funds to execute an employee training program, you should decide early on what the focus of your training program should be. Determine what skills are most pertinent to address current or future company needs or ones that will provide the biggest payback. Ask yourself, “How will this training eventually prove beneficial to the company?” Repeat this process as your business needs change.
3. Promote a culture of learning. In today’s fast-paced economy, if a business isn’t learning, it’s going to fall behind. A business learns as its people learn. Communicate your expectations that all employees should take the necessary steps to hone their skills and stay on top of their professions or fields of work. Make sure you support those efforts by providing the resources needed to accomplish this goal.
4. Get management on board. Once you have developed a prioritized list of training topics that address key needs within your company, you need to convince management to rally behind the initiative.
5. Start out small. Before rolling out your training program to the masses, rehearse with a small group of users and gather their feedback. This sort of informal benchmarking exposes weaknesses in your training plans and helps you fine-tune the training process.
6. Choose quality instructors and materials. Who you select to conduct the training will make a major difference in the success of your efforts, whether it’s a professional educator or simply a knowledgeable staff member. Having the right training materials is also important — after the training is over, these materials become valuable resources for trainees.
7. Find the right space. Select a training location that’s conducive to learning. Choose an environment that’s quiet and roomy enough to spread out materials. Make sure the space is equipped with a computer and projector, so you can present a visually stimulating training session.
8. Clarify connections. Some employees may feel that the training they're receiving isn't relevant to their job. It’s important to help them understand the connection early on, so they don’t view the training sessions as a waste of valuable time. Employees should see the training as an important addition to their professional portfolios. Award people with completion certificates at the end of the program.
9. Make it ongoing. Don’t limit training solely to new employees. Organized, ongoing training programs will maintain all employees’ skill levels, and continually motivate them to grow and improve professionally.
10. Measure results. Without measurable results, it’s almost impossible to view training as anything but an expense. Decide how you’re going to obtain an acceptable rate of return on your investment. Determine what kind of growth or other measure is a reasonable result of the training you provide. You’ll have an easier time budgeting funds for future training if you can demonstrate concrete results.
People Wise offers an extensive list of On-site and Online trainings. Check it out at www.pwhrm.com.
In an ideal world, you would be able to hire people who already possess the exact skills your business needs. But in today’s competitive labor market, demand for skilled workers far exceeds supply.
That’s where training comes in. Not only does instruction arm your employees with needed professional or technical skills, but it also shows that you are invested in them and interested in bringing them with you into the company’s future. This helps keep workers motivated and involved.
To successfully launch an employee training program in your own company, follow these 10 helpful tips:
1. Stress training as investment. The reason training is often considered optional at many companies is because it is thought of as an expense rather than an investment. While it’s true that training can be costly up front, it's a long-term investment in the growth and development of your human resources.
2. Determine your needs. As you probably don’t have unlimited time or funds to execute an employee training program, you should decide early on what the focus of your training program should be. Determine what skills are most pertinent to address current or future company needs or ones that will provide the biggest payback. Ask yourself, “How will this training eventually prove beneficial to the company?” Repeat this process as your business needs change.
3. Promote a culture of learning. In today’s fast-paced economy, if a business isn’t learning, it’s going to fall behind. A business learns as its people learn. Communicate your expectations that all employees should take the necessary steps to hone their skills and stay on top of their professions or fields of work. Make sure you support those efforts by providing the resources needed to accomplish this goal.
4. Get management on board. Once you have developed a prioritized list of training topics that address key needs within your company, you need to convince management to rally behind the initiative.
5. Start out small. Before rolling out your training program to the masses, rehearse with a small group of users and gather their feedback. This sort of informal benchmarking exposes weaknesses in your training plans and helps you fine-tune the training process.
6. Choose quality instructors and materials. Who you select to conduct the training will make a major difference in the success of your efforts, whether it’s a professional educator or simply a knowledgeable staff member. Having the right training materials is also important — after the training is over, these materials become valuable resources for trainees.
7. Find the right space. Select a training location that’s conducive to learning. Choose an environment that’s quiet and roomy enough to spread out materials. Make sure the space is equipped with a computer and projector, so you can present a visually stimulating training session.
8. Clarify connections. Some employees may feel that the training they're receiving isn't relevant to their job. It’s important to help them understand the connection early on, so they don’t view the training sessions as a waste of valuable time. Employees should see the training as an important addition to their professional portfolios. Award people with completion certificates at the end of the program.
9. Make it ongoing. Don’t limit training solely to new employees. Organized, ongoing training programs will maintain all employees’ skill levels, and continually motivate them to grow and improve professionally.
10. Measure results. Without measurable results, it’s almost impossible to view training as anything but an expense. Decide how you’re going to obtain an acceptable rate of return on your investment. Determine what kind of growth or other measure is a reasonable result of the training you provide. You’ll have an easier time budgeting funds for future training if you can demonstrate concrete results.
People Wise offers an extensive list of On-site and Online trainings. Check it out at www.pwhrm.com.
Monday, June 9, 2008
6 Common Mistakes That Weaken Documentation
Documentation is the key to defending your Organization against legal suits brought on by former or current employees. However, poor documetation will not only not help your defense but can actually be used against you. Attorney Jonathan Segal, a partner with Wolf Block Schorr and Solis-Cohen in Philadelphia delivered the following remarks on improving documentation at a recent Society for Human Resource Management (SHRM) Conference.
The hardest part of writing a discipline memo is writing the first sentence, so give your supervisors a list of 20 or 30 general openings.
As an example of a first sentence, he suggests, "We expect our employees to report for work without being under the influence of alcohol or drugs." Or "We expect employees to safeguard the employer's property." These starter sentences will get your supervisors rolling and help them to focus on what's job-related.
In his talk, Segal also identified these common mistakes that weaken documentation.
1. Generalities Instead of Specifics: Often, supervisors and managers document general conclusions as opposed to describing specific behaviors. For example, firing for "bad attitude." How might this verbiage play out in a legal setting?
Your employee Susan has filed charges against you, and you arrive at the hearing with hatred in your eyes. But Susan is bright and cheery: "How's everyone doing? Great to see you," she declares loudly. The investigator sees your anger, and the employee's sunny disposition. And you're going to say she was fired for a bad attitude? Good luck with that!
How do you prove a bad attitude? Focus on what specifically happened to show attitude, says Segal. The sequence might go like this:
--"Susan has a bad attitude in that she is disrespectful to other employees."(Drill down.) "She talks down to employees."(Drill down.) "She said to her employee, 'This is so easy that even you, with your limitations, can understand it.'"
2. Using Legal Labels: Train managers not to use legal labels in their documentation. For example, if an employee shows off a Playboy or Playgirl, don't call it "sexual harassment," call it "offensive material of a sexual nature." If discussing a racial slur, it's not "racial harassment" it's a "hateful term of a racial nature."
3. Using 'Proxy Adjectives': Managers often use "proxy adjectives" that suggest bias, Segal says. Charges like "too emotional" or "failing to change" are examples. Better to say, "she didn't prioritize, she wasn't multitasking, and she was yelling."
Another example: An accounting firm managing partner fired his secretary because she was "resistant to change." That sounded like age bias, says Segal, when what she did was simply refuse to use e-mail. That's simple insubordination.
4. Focusing on Intent, Not Outcome: Suppose you have two employees-Matt and Martha-says Segal. Matt loves your organization, but he cares so much that he obsesses over everything, and accomplishes little. Martha couldn't care less, and hates the place, but hits 170 percent of her goal. So you say to Matt, "We lose money on every breath you take, but we like your attitude, so here's your bonus." And you say to Martha, "You don't care, your attitude is bad, no bonus for you." This is focusing on intent as opposed to outcome. And that can lead to a bad outcome for you.
5. Using Absolutes: "Never say never or always," says Segal, as in, for example, "You always miss deadlines." The employee can rely, "Not true, I met a deadline in 2004." Absolutes almost always end up with an untrue statement, your employee's lawyer will argue.
6. Using Too Many Hedges: Segal often sees phrases in warnings such as, "it appears" or "it would seem." These are heard as "you don't know" by the jury, he says. Here's an example: "It would appear that David doesn't know how to use the new computer system." What's the fix? Drill down, says Segal. State that "David made 11 mistakes, and took 2 hours more than anyone else."
Now you can train your supervisors on the art of Progressive Discipline quickly, easily, and affordably with our new on-line trainings for supervisors. No minimum purchases or set-up fees. Visit http://www.pwhrm.com/ today for a free demo!
The hardest part of writing a discipline memo is writing the first sentence, so give your supervisors a list of 20 or 30 general openings.
As an example of a first sentence, he suggests, "We expect our employees to report for work without being under the influence of alcohol or drugs." Or "We expect employees to safeguard the employer's property." These starter sentences will get your supervisors rolling and help them to focus on what's job-related.
In his talk, Segal also identified these common mistakes that weaken documentation.
1. Generalities Instead of Specifics: Often, supervisors and managers document general conclusions as opposed to describing specific behaviors. For example, firing for "bad attitude." How might this verbiage play out in a legal setting?
Your employee Susan has filed charges against you, and you arrive at the hearing with hatred in your eyes. But Susan is bright and cheery: "How's everyone doing? Great to see you," she declares loudly. The investigator sees your anger, and the employee's sunny disposition. And you're going to say she was fired for a bad attitude? Good luck with that!
How do you prove a bad attitude? Focus on what specifically happened to show attitude, says Segal. The sequence might go like this:
--"Susan has a bad attitude in that she is disrespectful to other employees."(Drill down.) "She talks down to employees."(Drill down.) "She said to her employee, 'This is so easy that even you, with your limitations, can understand it.'"
2. Using Legal Labels: Train managers not to use legal labels in their documentation. For example, if an employee shows off a Playboy or Playgirl, don't call it "sexual harassment," call it "offensive material of a sexual nature." If discussing a racial slur, it's not "racial harassment" it's a "hateful term of a racial nature."
3. Using 'Proxy Adjectives': Managers often use "proxy adjectives" that suggest bias, Segal says. Charges like "too emotional" or "failing to change" are examples. Better to say, "she didn't prioritize, she wasn't multitasking, and she was yelling."
Another example: An accounting firm managing partner fired his secretary because she was "resistant to change." That sounded like age bias, says Segal, when what she did was simply refuse to use e-mail. That's simple insubordination.
4. Focusing on Intent, Not Outcome: Suppose you have two employees-Matt and Martha-says Segal. Matt loves your organization, but he cares so much that he obsesses over everything, and accomplishes little. Martha couldn't care less, and hates the place, but hits 170 percent of her goal. So you say to Matt, "We lose money on every breath you take, but we like your attitude, so here's your bonus." And you say to Martha, "You don't care, your attitude is bad, no bonus for you." This is focusing on intent as opposed to outcome. And that can lead to a bad outcome for you.
5. Using Absolutes: "Never say never or always," says Segal, as in, for example, "You always miss deadlines." The employee can rely, "Not true, I met a deadline in 2004." Absolutes almost always end up with an untrue statement, your employee's lawyer will argue.
6. Using Too Many Hedges: Segal often sees phrases in warnings such as, "it appears" or "it would seem." These are heard as "you don't know" by the jury, he says. Here's an example: "It would appear that David doesn't know how to use the new computer system." What's the fix? Drill down, says Segal. State that "David made 11 mistakes, and took 2 hours more than anyone else."
Now you can train your supervisors on the art of Progressive Discipline quickly, easily, and affordably with our new on-line trainings for supervisors. No minimum purchases or set-up fees. Visit http://www.pwhrm.com/ today for a free demo!
Friday, June 6, 2008
Hire for attitude, train for skill.
"I just don't understand why everyone at work is complaining about me," a woman in my office whined. "The same thing happened at my last job too." Though she could not see the cause/effect of her actions, it was clear she was alienating people in the workplace. The most likely reason? Her attitude.
Unfortunately, I have never had any success "adjusting" someone else's attitude. I learned early in my management experience that it was easier to teach new skills than it was to change attitudes. To find employees with great attitudes, the following guidelines for hiring and staff development are helpful:
*The best you will ever see is the first 90 days. If you have a problem with an employee while they are still on probation, you might as well cut bait. This is the time that they have their best foot forward.
*If they complain about the last boss, they will complain about you too. Exercise great caution in hiring someone who has nothing good to say about his or her last boss or last position. It may be more about them than their employment. People who blame are hard to coach.
*Are they an optimist or pessimist? Ascertain how they appear to see the world. Pessimistic people tend to be energy suckers in the workplace and can breed an institutional pathology that pulls others into their negative energy.
*Do they demonstrate personal insight and a commitment to their development? Those committed to ongoing self-improvement are much more coachable and willing to learn new skills and behaviors. Ask in the interview what areas may need improvement. Inquire about the details of the candidate's personal plan for development.
*Are they coachable? How receptive to feedback do they seem to be? It's easy to assess in an interview; offer them some suggestions regarding their resume. If they are quick to disagree, defend, or actually become huffy, they are not likely to welcome your input on more significant matters.
*Do they listen? You can forget all of the above if the potential employee is not a good listener. They will have performance problems, people conflict and difficulty receiving feedback.
There are three keys to truly ensure the quality and effectiveness of your hiring process and consequently of those you hire. They are:
1. Competency Modeling
2. Effective Interviewing Processes and Techniques.
3. Comprehensive Candidate Assessments.
For more helpful hiring tips check out http://www.pwhrm.com/
Unfortunately, I have never had any success "adjusting" someone else's attitude. I learned early in my management experience that it was easier to teach new skills than it was to change attitudes. To find employees with great attitudes, the following guidelines for hiring and staff development are helpful:
*The best you will ever see is the first 90 days. If you have a problem with an employee while they are still on probation, you might as well cut bait. This is the time that they have their best foot forward.
*If they complain about the last boss, they will complain about you too. Exercise great caution in hiring someone who has nothing good to say about his or her last boss or last position. It may be more about them than their employment. People who blame are hard to coach.
*Are they an optimist or pessimist? Ascertain how they appear to see the world. Pessimistic people tend to be energy suckers in the workplace and can breed an institutional pathology that pulls others into their negative energy.
*Do they demonstrate personal insight and a commitment to their development? Those committed to ongoing self-improvement are much more coachable and willing to learn new skills and behaviors. Ask in the interview what areas may need improvement. Inquire about the details of the candidate's personal plan for development.
*Are they coachable? How receptive to feedback do they seem to be? It's easy to assess in an interview; offer them some suggestions regarding their resume. If they are quick to disagree, defend, or actually become huffy, they are not likely to welcome your input on more significant matters.
*Do they listen? You can forget all of the above if the potential employee is not a good listener. They will have performance problems, people conflict and difficulty receiving feedback.
There are three keys to truly ensure the quality and effectiveness of your hiring process and consequently of those you hire. They are:
1. Competency Modeling
2. Effective Interviewing Processes and Techniques.
3. Comprehensive Candidate Assessments.
For more helpful hiring tips check out http://www.pwhrm.com/
Thursday, June 5, 2008
Top Tips for Avoiding Legal Troubles with Employees
You can't afford to ignore or mishandle employment problems. A botched employment situation can cost you millions of dollars if it turns into a lawsuit. Protect yourself using these commonsense tips.
1. Treat your workers with respect.Those who are deprived of dignity, humiliated or treated in ways that are just plain mean are more likely to look for some revenge through the legal system -- and juries are more likely to sympathize with them.
2. Communicate with your workers. Adopt an open door policy and put it into practice. This will help you find out about workplace problems early on, when you can nip them in the bud.
3. Be consistent. Apply the same standards of performance and conduct to all of your employees. Successful discrimination lawsuits start when you treat workers in the same situation differently.
4. Give regular evaluations. Performance evaluations are your early warning system regarding employment problems -- and your proof that you acted reasonably, in case you end up in court.
5. Make job-related decisions. Making sure that your personnel decisions are business-related, makes economic sense and will keep you out of lawsuits for discrimination, violation of privacy, and wrongful termination.
6. Be discreet. Loose lips about employee problems are a surefire way to bring the law down upon your head. You could be sued for defamation, causing emotional distress, or creating a work environment that is hostile.
7. Don't punish the messenger. Employers get in trouble when they discipline whistleblowers or workers who complain of harassment, discrimination or unsafe working conditions. Take action to deal with the problem itself, not with the employee who brought the problem to your attention.
8. Keep good records. If a worker sues you, you'll have to not only remember and explain what happened, but also prove that your version of the story is accurate. To make your best case, keep careful records.
9. Take action when necessary. Once an employment problem comes to your attention, resist the temptation to hide your head in the sand. Take action quickly, before it turns into a real mess.
10. Adopt sound policies and follow them. An employee handbook is an indispensable workplace tool that can help you communicate with your employees, manage your workforce and protect your business from lawsuits.
Think you don’t have the time or money to develop an Employee Handbook?
We can develop a Handbook for your Business that will help you create consistent practices, communicate expectations, and protect you from litigation for as little as $250.
Check it out at http://www.pwhrm.com/
Have an HR Question? You can get it answered for free with Ask the Expert!
1. Treat your workers with respect.Those who are deprived of dignity, humiliated or treated in ways that are just plain mean are more likely to look for some revenge through the legal system -- and juries are more likely to sympathize with them.
2. Communicate with your workers. Adopt an open door policy and put it into practice. This will help you find out about workplace problems early on, when you can nip them in the bud.
3. Be consistent. Apply the same standards of performance and conduct to all of your employees. Successful discrimination lawsuits start when you treat workers in the same situation differently.
4. Give regular evaluations. Performance evaluations are your early warning system regarding employment problems -- and your proof that you acted reasonably, in case you end up in court.
5. Make job-related decisions. Making sure that your personnel decisions are business-related, makes economic sense and will keep you out of lawsuits for discrimination, violation of privacy, and wrongful termination.
6. Be discreet. Loose lips about employee problems are a surefire way to bring the law down upon your head. You could be sued for defamation, causing emotional distress, or creating a work environment that is hostile.
7. Don't punish the messenger. Employers get in trouble when they discipline whistleblowers or workers who complain of harassment, discrimination or unsafe working conditions. Take action to deal with the problem itself, not with the employee who brought the problem to your attention.
8. Keep good records. If a worker sues you, you'll have to not only remember and explain what happened, but also prove that your version of the story is accurate. To make your best case, keep careful records.
9. Take action when necessary. Once an employment problem comes to your attention, resist the temptation to hide your head in the sand. Take action quickly, before it turns into a real mess.
10. Adopt sound policies and follow them. An employee handbook is an indispensable workplace tool that can help you communicate with your employees, manage your workforce and protect your business from lawsuits.
Think you don’t have the time or money to develop an Employee Handbook?
We can develop a Handbook for your Business that will help you create consistent practices, communicate expectations, and protect you from litigation for as little as $250.
Check it out at http://www.pwhrm.com/
Have an HR Question? You can get it answered for free with Ask the Expert!
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