Call me a dreamer but I honestly believe that most employees, including us HR people, come to work each day with the expectation to do good work and accomplish something meaningful. There's nothing worse than having to deal with a colleague who is passive aggressive. What sort of good does it do to say "Oh I wish someone would have bothered to tell me that". It's lame and makes you look bad.
So, take this heart. If something bothers you at work, be direct about it with the person. There's a big difference between being direct and confrontational. Learning this will make you a trusted & valued colleague and a leader.
Seriously people, life is too short to be a jerk at work. It doesn't matter if you work to live or live to work. In the immortal words of Ali G - "Respect!"
Tuesday, July 28, 2009
Friday, July 17, 2009
excuses, excuses
So I had this big plan to post something earlier in the week on office bullies. I even went to twitter and asked folks for their input. Got a great response from @Dr_Vee (thanks!). Checked out a website from the UK called www.bullyonline.org too and there were some interesting tidbits there.
But that's as far as I got.
I have a bevy of excuses (e.g. too busy, don't feel well, etc.) but the truth is, I just didn't feel motivated to do it.
Mean people suck. They are a virus. They ruin morale and demotivate employees. The worst part is that these folks are rewarded for this behavior with promotions, raises and bonuses so the behavior continues (hey if it ain't broke, don't fix it) and sometimes gets worse (gotta take it up a notch to get that corner office).
I spend an inordinate amount of time as an HR person speaking with employees who are victims of office bullies. It's debilitating for an organization when one person can infect your culture with their aggressive behavior. Your organization should adopt "The No Asshole Rule" (taken from the book by Robert Sutton). If it doesn't, go somewhere else that does.
The end.
But that's as far as I got.
I have a bevy of excuses (e.g. too busy, don't feel well, etc.) but the truth is, I just didn't feel motivated to do it.
Mean people suck. They are a virus. They ruin morale and demotivate employees. The worst part is that these folks are rewarded for this behavior with promotions, raises and bonuses so the behavior continues (hey if it ain't broke, don't fix it) and sometimes gets worse (gotta take it up a notch to get that corner office).
I spend an inordinate amount of time as an HR person speaking with employees who are victims of office bullies. It's debilitating for an organization when one person can infect your culture with their aggressive behavior. Your organization should adopt "The No Asshole Rule" (taken from the book by Robert Sutton). If it doesn't, go somewhere else that does.
The end.
Monday, July 6, 2009
Layoff Aftermath - Manager Edition
It's been weeks of evaluating, decision making, and planning and finally, you and your HR person met with all the folks on the layoff list and did the deed. Now the hard part is over.
Um, not so fast.
I'd argue that the hardest, and most crucial, part for managers is about to begin. You cannot ignore what just happened and not communicate with the remaining members of your team. Employees don't feel motivated when they work in a vacuum. Your HR person should guide you on appropriate talking points. For example, you certainly don't want to tell the team that Johnny was chosen to be part of the layoff because of performance related absenteeism. This will get back to Johnny and you will undoubtedly hear from Johnny's lawyer since those absences were due to religious observance. So listen to your HR person. We're here to make sure you don't get yourself into any legal trouble.
If there are layoffs across different functional areas in your company, your HR and Communications departments probably have written talking points for you. Use them. Stay on message. But most importantly, get the message out. Don't think that 'no news is good news' because that approach will backfire. Badly.
If you are a manager in a group that wasn't affected by the layoffs and no one has communicated with you, don't just sit there! Seek out the message and make sure you communicate it with your team immediately. And never, ever announce that the layoffs are over, there won't be anymore, or your job is safe. You can't guarantee that and if something changes, you lose all credibility. As a manager, one of the things you must always ensure is that you don't over promise and under deliver. Once you do this, your employees won't trust or like you very much.
And finally, be honest. If an employee asks you a question, answer it to the best of your ability. If you don't know the answer or the best way to answer, consult your HR buddies. It's ok to tell an employee that you need to get the scoop and back to them. What's not ok is if you don't ever respond. It'll just be another example of your lack of managerial credibility.
Um, not so fast.
I'd argue that the hardest, and most crucial, part for managers is about to begin. You cannot ignore what just happened and not communicate with the remaining members of your team. Employees don't feel motivated when they work in a vacuum. Your HR person should guide you on appropriate talking points. For example, you certainly don't want to tell the team that Johnny was chosen to be part of the layoff because of performance related absenteeism. This will get back to Johnny and you will undoubtedly hear from Johnny's lawyer since those absences were due to religious observance. So listen to your HR person. We're here to make sure you don't get yourself into any legal trouble.
If there are layoffs across different functional areas in your company, your HR and Communications departments probably have written talking points for you. Use them. Stay on message. But most importantly, get the message out. Don't think that 'no news is good news' because that approach will backfire. Badly.
If you are a manager in a group that wasn't affected by the layoffs and no one has communicated with you, don't just sit there! Seek out the message and make sure you communicate it with your team immediately. And never, ever announce that the layoffs are over, there won't be anymore, or your job is safe. You can't guarantee that and if something changes, you lose all credibility. As a manager, one of the things you must always ensure is that you don't over promise and under deliver. Once you do this, your employees won't trust or like you very much.
And finally, be honest. If an employee asks you a question, answer it to the best of your ability. If you don't know the answer or the best way to answer, consult your HR buddies. It's ok to tell an employee that you need to get the scoop and back to them. What's not ok is if you don't ever respond. It'll just be another example of your lack of managerial credibility.
Layoff Aftermath - What to do when you are left behind
There are a ton of resources online for folks who have been directly affected by layoffs and the recession. I'm connected to many on Facebook and Twitter who add tremendous value for job seekers from interview or resume tips to personal branding.
I haven't seen a whole lot for those employees who weren't part of the layoff. What do you do once the company has let all those people go? Is it ok to ask questions? Should you immediately start looking for a job?
Most employees realize is that HR a partner with management when preparing and conducting layoffs. They know we prepare the severance agreements and in some cases, are (and should be) in the room when you're notified of layoff. In addition, employees are generally directed to HR if they have any benefit questions so they're pretty clear on our role in the process.
What isn't always clear to the employee, and sometimes HR folks, is that we aren't done once the layoffs are over. It's just as important and business critical for HR to work with managers on the communication to employees who weren't affected by the layoff.
And it doesn't stop there! As an employee, you should know that you are valued and appreciated. Even better, someone (namely your manager, department head, company CEO or President) should tell you, and often. Your company should have an environment and culture that is open and transparent. You should absolutely ask your boss about your role and responsibilities after a layoff and, gulp, be prepared for the answer.
One of the most common reason for layoffs is usually in response to a business downturn or business loss. If a project fails or if a client leaves your company, one would assume that those associated with the project or client are laid off. Sometimes what happens is that the company will keep the top performers from these projects &/or clients and reassign them. There is collateral damage with this approach because employees on other projects or clients who aren't considered top performers go on the layoff list. While you probably won't be told that you were saved from layoff because you are a top performer, there is some solace in knowing that it's probably the reason why you are still there.
Knowing this, the best thing you can remember and do after a layoff is your job. And do it well. Exceed expectations. Demonstrate your value everyday. This is something that you did during the interview process. You outlined it on your resume. Prove your worth every day. Not only will it advance your career, it should positively affect your company's bottom line.
If you don't feel appreciated or if no one communicates with you in your company, then it's probably time to look for another job. Just don't do it on company time or with company equipment or you could end up in the unemployment line with your former colleagues. The only difference is that they've got severance and you don't.
I haven't seen a whole lot for those employees who weren't part of the layoff. What do you do once the company has let all those people go? Is it ok to ask questions? Should you immediately start looking for a job?
Most employees realize is that HR a partner with management when preparing and conducting layoffs. They know we prepare the severance agreements and in some cases, are (and should be) in the room when you're notified of layoff. In addition, employees are generally directed to HR if they have any benefit questions so they're pretty clear on our role in the process.
What isn't always clear to the employee, and sometimes HR folks, is that we aren't done once the layoffs are over. It's just as important and business critical for HR to work with managers on the communication to employees who weren't affected by the layoff.
And it doesn't stop there! As an employee, you should know that you are valued and appreciated. Even better, someone (namely your manager, department head, company CEO or President) should tell you, and often. Your company should have an environment and culture that is open and transparent. You should absolutely ask your boss about your role and responsibilities after a layoff and, gulp, be prepared for the answer.
One of the most common reason for layoffs is usually in response to a business downturn or business loss. If a project fails or if a client leaves your company, one would assume that those associated with the project or client are laid off. Sometimes what happens is that the company will keep the top performers from these projects &/or clients and reassign them. There is collateral damage with this approach because employees on other projects or clients who aren't considered top performers go on the layoff list. While you probably won't be told that you were saved from layoff because you are a top performer, there is some solace in knowing that it's probably the reason why you are still there.
Knowing this, the best thing you can remember and do after a layoff is your job. And do it well. Exceed expectations. Demonstrate your value everyday. This is something that you did during the interview process. You outlined it on your resume. Prove your worth every day. Not only will it advance your career, it should positively affect your company's bottom line.
If you don't feel appreciated or if no one communicates with you in your company, then it's probably time to look for another job. Just don't do it on company time or with company equipment or you could end up in the unemployment line with your former colleagues. The only difference is that they've got severance and you don't.
HRevolution Blogger Experience '09 - HRevolution '09
HRevolution Blogger Experience '09 - HRevolution '09
Shared via AddThis
Excited to hear more. I'm following or connected to these folks on twitter so I know it'll be meaningful and interesting!
Shared via AddThis
Excited to hear more. I'm following or connected to these folks on twitter so I know it'll be meaningful and interesting!
Seriously?
Sometimes it just blows me away when I encounter folks just missing or bypassing the most basic of things in the workplace. We HR people hate forms just as much as you but there are legal requirements (thank Sarbannes Oxley for most of them) that cause us to get all these documents with your signature. It's a pain for you and HR since you've got to sign them and we've got to retain them.
One of the skills I like to work on as an HR professional is streamlining processes and utilizing technology, where appropriate. Many other HR pros do this too. You may get a job with a company that will accept an electronic signature for all those pesky forms. Or you may have to sign them all in hardcopy (let's hope they are at least double sided to save some trees). The thing to remember is if you are given a form or a policy acknowledgement to sign from your friendly HR person, you sign and return it.
Simple right?
I have to stop myself from making a snap judgment as to whether a new hire has the attention to detail core competency when they don't return all the forms. It holds up the HRIS and payroll processing when all the forms aren't completed and it causes frustration all around. The worst part about this HR Administration beast is that it harkens back to the 'personnel' paper-pushing function of HR.
I certainly didn't go into HR to master the paper-pushing process. If I could do my job without ever touching a piece of paper, I would be one happy lady.
One of the skills I like to work on as an HR professional is streamlining processes and utilizing technology, where appropriate. Many other HR pros do this too. You may get a job with a company that will accept an electronic signature for all those pesky forms. Or you may have to sign them all in hardcopy (let's hope they are at least double sided to save some trees). The thing to remember is if you are given a form or a policy acknowledgement to sign from your friendly HR person, you sign and return it.
Simple right?
I have to stop myself from making a snap judgment as to whether a new hire has the attention to detail core competency when they don't return all the forms. It holds up the HRIS and payroll processing when all the forms aren't completed and it causes frustration all around. The worst part about this HR Administration beast is that it harkens back to the 'personnel' paper-pushing function of HR.
I certainly didn't go into HR to master the paper-pushing process. If I could do my job without ever touching a piece of paper, I would be one happy lady.
Friday, July 3, 2009
Independence
As the Fourth of July approached, I had been thinking a lot about what it meant and I kept coming back to the phrase "the personal is the policital".
Freedom and independence for me and my family has been intertwined with immigration for generations. My grandfather, Roy, was born in Lucky Strike, Alberta. He once told me that his family moved around so much that sometimes he would live in Canada and other times he would live in the United States. The border was pretty non-existent back in the early 1900s. Roy ended up fighting on behalf of the US in World War II and was awarded citizenship for his service.
My husband received his citizenship last year after navigating the bureucratic web of the EAD, green card and citizenship application processes. It was stressful, confusing and nerve-wracking but in the end, the process worked. While it may not be the best process, it ended up ok for us.
For the past 11 years, as part of my many HR duties, I have worked with employees on securing their work authorization and green cards. Since I had personal experience, I could relate to their anxiety and confusion over the process. Last year was the first time in my career that an H-1B application I submitted wasn't approved. We never even received word about it. It was absolutely horrible for him and we lost a great employee.
Since I come from a family of immigrants, I tend to perk up when I hear about it on the news. I was pleased to hear that the President finally had the twice delayed meeting on immigration. I won't profess to know what the answer is or what the policy should be. All I know is that what we've got now doesn't work very well. There is a consistent backlog with applications with the USCIS and ICE just announced last week that they are going to audit over 600 employer I-9s. I'm not entirely sure that this is the right focus or use of their resources.
I'm just hoping that whatever immigration policy is implemented doesn't send our economy into further disarray. There is a tremendous 'secondary economy' in this country that many people choose not to see. There are millions of non-documented workers in our restaurants, construction & landscaping companies, meat packing plants, and the like who are earning less than minimum wage. While they may not be paying taxes, they are buying goods and services. Imagine the impact if that buying power disappeared. How many more storefronts on Main Street would be empty?
Freedom and independence for me and my family has been intertwined with immigration for generations. My grandfather, Roy, was born in Lucky Strike, Alberta. He once told me that his family moved around so much that sometimes he would live in Canada and other times he would live in the United States. The border was pretty non-existent back in the early 1900s. Roy ended up fighting on behalf of the US in World War II and was awarded citizenship for his service.
My husband received his citizenship last year after navigating the bureucratic web of the EAD, green card and citizenship application processes. It was stressful, confusing and nerve-wracking but in the end, the process worked. While it may not be the best process, it ended up ok for us.
For the past 11 years, as part of my many HR duties, I have worked with employees on securing their work authorization and green cards. Since I had personal experience, I could relate to their anxiety and confusion over the process. Last year was the first time in my career that an H-1B application I submitted wasn't approved. We never even received word about it. It was absolutely horrible for him and we lost a great employee.
Since I come from a family of immigrants, I tend to perk up when I hear about it on the news. I was pleased to hear that the President finally had the twice delayed meeting on immigration. I won't profess to know what the answer is or what the policy should be. All I know is that what we've got now doesn't work very well. There is a consistent backlog with applications with the USCIS and ICE just announced last week that they are going to audit over 600 employer I-9s. I'm not entirely sure that this is the right focus or use of their resources.
I'm just hoping that whatever immigration policy is implemented doesn't send our economy into further disarray. There is a tremendous 'secondary economy' in this country that many people choose not to see. There are millions of non-documented workers in our restaurants, construction & landscaping companies, meat packing plants, and the like who are earning less than minimum wage. While they may not be paying taxes, they are buying goods and services. Imagine the impact if that buying power disappeared. How many more storefronts on Main Street would be empty?
Thursday, July 2, 2009
Primero
I've been thinking about blogging for a long time and always talked myself out of it. This week, I was inspired to start it up after watching the HR Bloggers panel at SHRM 2009. I follow all of the panelists on twitter and have learned a lot from each of them. As a result, I felt compelled to action.
Oh crap, what now?
So I got to thinking about these amazing blogs that the panelists write - Punk Rock HR, HR Capitalist, Jessica Lee Writes, & YourHRGuy - and I realized that I was jumping into a league of complete pros. I was frozen in fear and had feelings of self doubt.
Suddenly the image of Maracana stadium in Rio de Janeiro popped into my head. Next door to this legendary and enormous stadium is the smaller Maracanazinho.
I am the Maracanazinho to their Maracana and it's just perfect.
So, here's the place where I'll be sharing some of my longer musings about HR topics. I'm excited about the possibilities.
Tchau for now.
Oh crap, what now?
So I got to thinking about these amazing blogs that the panelists write - Punk Rock HR, HR Capitalist, Jessica Lee Writes, & YourHRGuy - and I realized that I was jumping into a league of complete pros. I was frozen in fear and had feelings of self doubt.
Suddenly the image of Maracana stadium in Rio de Janeiro popped into my head. Next door to this legendary and enormous stadium is the smaller Maracanazinho.
I am the Maracanazinho to their Maracana and it's just perfect.
So, here's the place where I'll be sharing some of my longer musings about HR topics. I'm excited about the possibilities.
Tchau for now.
Subscribe to:
Posts (Atom)
Posts
