It Isn't Too Late

Looking for Continuing Education?  We've got your covered! 

Candice Gottlieb-Clark has presented two fabulous webinars on managing teams and workplace conflict - and you can still watch them online.  Hurry though - the HRCI and SHRM recertifications expire if not completed by 12/31/2017!

Below are links to the two webinars conducted in conjunction with Ascentis.  Each program is not only awesome and informational, you'll also receive HRCI and SHRM Credits* (for free)!

Identifying and Managing Workplace Conflict

Creating Dynamic Teams - Getting Beyond the Wishing Well

*Each program has been approved by HRCI and SHRM for 1.0 recertification credits

Stop Missing the Signs!

You’ve experienced it before.  The tell-tale end of the road that marks the need for HR intervention.  It appears as a complaint or as a claim of harassment, discrimination, or bullying.  It may lead to a termination, or worse still, the voluntary resignation of a valued employee.  And you wonder - Why am I (especially in HR) the last to know?

HR professionals are often the last to know about issues brewing in the workplace.  Of the many hats they wear, omniscience about the rising tensions between employees isn’t one of them.  And the employees aren’t talking.  Or are they?

All too often the complaints that lead to turnover, legal concerns, performance issues and more are not as hidden as they seem.  HR may even be aware of some of them at an early(ish) state.  But knowing what to do with that information can be just as challenging as knowing what to look for.  Do you get involved when you’ve only learned about an issue through gossip?  How can you determine if the situation requires intervention?  What happens when the issue involves multiple people, a member of the management, or a part of the executive team?  What role does confidentiality play? 

Searching for the answer to these questions further slows the process of managing the issues at hand.  

Here are the Top 5 Situations where Intervention is Necessary.  And a hint - In each, the first step toward addressing the issue is getting more information from those involved:

1. Repeat Complaints.  When a number of people share the complaint, the problem is widespread.  If one person is making frequent complaints, the problem is most likely unbearable for them.  In either event, recognize you're likely hearing only the tip of the iceberg - and you need to find out more.

2. Frequent or Unexpected Turnover or Transfer Requests

Leadership issues, team or departmental dysfunction are precipitators of turnover and transfer requests.  Waiting to see a definitive pattern sends an unfortunate message that either HR/Management doesn't recognize the problem, doesn't know what to do about the problem, or simply doesn't care that the problem exists.  

3. Legal Concerns

When legal concerns erupt HR or Management frequently start by getting in touch with legal, focusing on their departments' record-keeping, and ensuring that all requisite training programs are up to date and documented.  The problem is that time is being wasted. If the issue is minor, there is no need to perform an audit of all record-keeping; if the issue is serious - any delay means you are losing the opportunity to minimize damage or nip the potential problem in the bud.  

4. Arguments or Tensions are Intensifying or Never-Ending

Perhaps you are aware of a problem, but no one has asked for help and there are no concerns about bullying, harassment, or other workplace violations. Whether there are complaints or not, on-going tensions will lead to lowered morale, increased turnover and absenteeism, and more.   Realize, the longer these problems fester, the worse they get.

5. Tensions from Top-level Staff

Human Resource professionals often hit a brick wall when issues come from levels equal to or above their own.  They may feel they lack the authority or simply find they lack the courage to step in.   The concern being, problems at the top are like an avalanche, and can easily destroy all that lies beneath them.  Communication between HR and the executive level team must be fluid and open, allowing for trust, transparency, and growth.

Knowing what to do is just the start of the journey.  If you’re ready to begin addressing your organization’s issues of leadership, teamwork, or conflict, please contact us.

Re-thinking the Millennial Puzzle

Millennials.  The business world has spent the last decade fixated on this growing part of the workforce, and still seems to be getting it wrong.  Armed with a belief that this population requires flexibility, fringe benefits, and fun to be happy at work, businesses are bending over backwards to make that possible.  Engagement efforts range from telecommuting to meditation rooms and are being offered whether they make sense to the business or not.  And guess what?  Retention rates remain low among Millennials.  Worse still, the effort to cater to them has led to resentment and frustration from older generations.

The problem is, we keep trying to engage Millennials based on beliefs that just don’t hold true.  Of course Millennials want high pay, loads of benefits, flexibility, and a full assortment of other goodies.  Who doesn’t?  Those perks may lead to placement, but they don’t build loyalty.  Loyalty is a by-product of motivation and has differed with each generation.  For Traditionalists of the Great Generation, loyalty was connected to fears of unemployment and the hope of a pension.  Workers didn’t qualify until they’d held their job for 20 years.   Boomers were enticed with health benefits and, as they were commonly the sole breadwinner of their family, job security led to loyalty.   Gen X’ers who often came from broken homes or latch-key childhoods, wanted security for themselves and their children – more loyalty.  Things are different today in ways that have nothing to do with coddling our youth.  Motivating factors just aren’t built from what they used to be.

To understand what Millennials want, consider how they are different from us – including how their up-bringing differed from that of any prior generation.  More Millennials come from families where both parents were actively involved.  Both at home and in extra-curricular activities (which with two involved parents was the norm) their egos were protected.  They routinely enjoyed heavy encouragement and received “participation” awards from coaches regardless of their skill or prowess.  The outcomes of this have both benefits and drawbacks.

An advantage of being raised with a high degree of familial security and a low sense of competition, Millennials matured in an environment that was highly inclusive and accepting.  As adults, they are far more equality based than any preceding generation.  Millennials are the first to see the LGBT community, mixed race and blended families, as normal and healthy parts of our society.  The disadvantage, as we often see it, they don’t recognize corporate and hierarchical structures in traditional terms.  Millennials are likely to have an inflated sense of self-worth and they are apt to over-step their authority or feel restricted by supervisors who try to reign them in.

But Millennials aren’t merely a product of high egos and doting parents.  Along with the feel-good environment Millennials experienced through their coming of age, they were also exposed to a world paralyzed by fears stemming from terrorism and a global financial crisis.  Through the internet, they possessed greater access to news and information, both local and international, than any prior generation.  These challenges and freedoms impacted Millennials in their development as well.  On the up-side, their awareness of global issues and needs reduced their egos and caused many to strive to find ways to make a difference.  On the down-side (for the business community), rather than finding security in long-term employment, they find it through social connectedness.  As such, Millennials are not likely to consider long hours and working over-time as respectable priorities.

So yes, Millennials are different.  But not in the selfish, self-centered way that they are often depicted.  Like every generation before, they look at life through their own lens.  To motivate them and build loyalty, you’ll need to call to their sense of purpose and their desire to bring positive change.  This may be environmental causes, local initiatives, human rights or global concerns.  Find out what inspires and encourages them (and other members of your workforce) and help them find a path where – through your company – they can make a difference.    

If you are looking to build loyalty from a Millennial, match perks to their vision of the future.  Hint – they aren’t really in it for themselves.

OFF-BOARDING

Because You Only Get One Chance to Fire An Employee, You Better Do It Right.

“I’ve had it.  I’m going to fire her.” said Ernie as I answered the phone.  He was fed up with Barbara, his COO, who had been with him from the early days of his business’ inception.

I knew Barbara and Ernie well.  I’d worked with them separately and together as they worked to build Ernie’s business.  Ernie, your quintessential leader, was free-spirited and visionary.  He had a passion and exuberance that inspired his employees, and transitioned prospects into customers.  Barbara brought balance to the equation.  Practical and level-headed Barbara had been instrumental in creating templates and processes.  She understood Ernie’s vision, but stayed focused in the reality of what needed to happen to bring those ideas into fruition.   

Ernie had valued Barbara’s grounded nature and global perspective in the early days.  Her dedication to process and function, freed him to pursue the company’s vision.  But now, as the business had stabilized and grown, he felt inhibited by her involvement.  Ernie recounted to me several instances in which Barbara’s actions had restricted growth or interfered with his authority.  “I need to take back control of my company.” Ernie said, “And she has to go.” 

  

Ernie said he called me for guidance on how to go about this.  He wasn’t concerned about litigation, he told me.  He planned to compensate Barbara well for what she’d helped him to accomplish.  But, he didn’t want to create a permanent chasm to their relationship.  He’d been through that before with another termination and it still haunted him. 

I asked Ernie to share what he had planned to say.  He broke into a mini-speech, role playing his intended conversation with Barbara.  He included details of why Barbara was no longer a good fit, how she would be compensated, and reminders of how they had not seen eye to eye on several issues.  After he was done, Ernie shared with me that he wants it to go smoothly as he may need her on a consultancy level in the future. 

“I’m glad you called.” I tell Ernie, “I don’t think that conversation would have gone smoothly.”

A critical point in terminating an employee is to remember that this final interaction will be a memorable and lasting one.  It will overshadow most other interactions, and will largely determine the employee's attitude about you, and your organization, going forward.  "Off-boarding" therefore, must be respectful, thoughtful, and honest.  

Here are some key points:

1.    Be Gentle – But Get To The Point  Terminations are typically uncomfortable for everyone involved, don’t make it worse by engaging in small talk.  This wrongly suggests that everything is fine just before the axe is dropped.  Instead, give a brief warning statement that you “have difficult news to share”.  Then succinctly state that they are being let go.

2.    Allow Them To Ask “Why?”  Give space for the employee to ask this and other questions (now, and in the stages that follow).  Allow them the opportunity to feel heard.  The process of terminating an employee is just that, a process.  One worthy of a two-sided conversation. 

3.    Explain Without Blame  Share with the terminating employee the reasons things no longer work.  Keep your focus on the actions/behaviors you had hoped to see, but which were not (sufficiently) occurring.  Describing the absence of desired behaviors allows you to explain without blame.  This helps mitigate defensiveness and denial, while also acting as a teaching moment for the departing employee.

4.    Remind Them Of Their Value  Yes!  After describing where they fell short, tell them where they had excelled or where you believe they will excel in their next job.  For some employees this may be a harder stretch, but it helps support their ego, and facilitates their ability to focus their energy toward their next job.

5.    Note Your Appreciation  Most employees have contributed to your organization – acknowledge this and thank them for it.

6.    Go Over Logistics  The above five steps are all intended to be somewhat open and conversational.  Now you can (safely) transition into the logistics of the separation of employment.  It is in this stage that you may begin to engage them in comments relative to the “exit interview”. 

7.    Say Your Goodbyes  End the conversation by thanking them.  It may be for their years of service, for their open sharing during this process of separation, or for other reasons.  If you have a personal friendship with the person you are terminating, this is where you might reconnect with them on that level, speaking to how your (personal) connection will continue.

Other little, but very important considerations are to use a kind voice and to keep your demeanor professional but friendly.  You only get once chance to fire an employee, do it right.