HR Girl 4'11" Blog

Which Expression Would Your Employees Pick? - Employee Pain Scale

There are many creative ways to monitor your internal retention strategies, regardless of the size of your organization. However, the larger the organization, the likelihood of employees slipping through the cracks of satisfaction and eventually choosing to leave your organization.

Remember to make speaking with your managers, key staff and employees throughout the year a customary practice, in effort to take an active role in monitoring the turnover rates within the company.

Below, you will see my user-friendly Employee Pain Scale, which you can use in the event of an emergency, or during routine employee check-ups. Enjoy!

5 Indicators That You May Be An HR Doormat - How to Fix It

So you have a job despite the current economic state. You're feeling pretty secure, right? But there are a few things about your job that leaves you a little restless at times. Most of the tasks that used to be assigned to you have been taken over by other members of the company and even outsourced to a third party. Scratch head here.

There are growth opportunities within the organization you serve, but no one has spoken to you about them. You're simply being overlooked. What gives? You may be an HR Doormat.

If you are, it's not too late to fix it. I've compiled a list of 5 common indicators that are real, along with an action plan to fix the problem. Of course there are many more scenarios that I could have addressed, but these to me are the most frequent.

Here we go...5 indications that you are being an HR Doormat:

1. Candidates (internal and external) are strongly encouraged to submit applications or resumes directly to the chief. Recruiters and staffing agencies will sense that you are incapable of handling open requisitions, therefore they will migrate upwards in order to get things done. They will in turn alert others, including your future employees, about your insufficiency.              

ACTION: If there isn't an existing flow chart, make one immediately! Make sure that you have included yourself on this chart and present it to management. Let them know that you are  aware of the loopholes within the system and you are ready to take charge of the requisitions. Reach out to all of the recruiters and re-introduce yourself to them. Inform them that you will be participating in the hiring process from now on. If job boards are utilized, obtain pass codes immediately and make sure you keep a running log of who has access to the site and how you can regain control of the hiring processes. Only forward the qualified candidates to the respective department head, not all of them.

2. Inquires regarding payroll or benefits are rerouted directly to the HRO, because it's  responsible for furnishing accurate information to the employees.  This is a result of either upper management or the employees having frequent problems obtaining timely information from you. Now they have outsourced all personnel related functions in order for a clear line of communication to be established.

ACTION: Outsourcing functions are great, however utilizing them as a full time crutch without using your free time to focus on strategy, could buy you a one-way flight to Extinct Functionality Island. Familiarize yourself with the HRO's data systems so you can still assist the employees with the questions they may have. Speak with the CEO and management regarding your ability to learn and grow with the organization, so you can be an asset instead of a liability. Also, don't be afraid to dig into your organization and learn how it operates.

3. By the way, your company is scheduled for an HR audit, and there is a stack of paperwork  including salaries, performance and metrics that have magically appeared on your desk. Management has kept separate employee files within their own reach, of the various changes that have taken place for several years.

ACTION: Realize that the management members who hid such data has compromised some serious legal issues. State the facts to them directly and let them know how critical it is that documents such as those remain in the HR Department. And show them that you are responsible enough to keep this stuff under lock-and-key so your company won't find themselves tied up in litigation.

 4. A new hire orientation is beginning in 30 minutes and you've just received the agenda via BCC (Blind Carbon Copy). Classic move. In fact this happens more often than none. You are the last to be informed about the new hires. Many of the managers want to hire the people whom they are familiar with, leaving you totally out of the loop.

ACTION: You are more than just a note taker. You must let them know that record keeping is only a small aspect of your job. You should be the one leading these meetings and structuring the agenda and from now on you will be. Let them know that the HR Department will be facilitating and issuing the schedules for all orientations including contract labor.

 5. The new employee handbook that has been approved by an attorney, for the past 3 months has yet to be distributed because no one has time to orient their regarded departments. At this point, we all know the difference between having a handbook and the result of not having one.

ACTION: Simple, set a date, send out a notice, and prepare your speech for this new employee handbook review. It's imperative that all employees (exempt & non-exempt) have a copy of the handbook, accompanied by their signed acknowledgment. Handbooks should be reviewed on an annual basis, along with an attached addendum (if policy changes occur). Take control of the situation.

If any or all of these episodes are happening to you, or someone else who is experiencing this type dysfunction at this capacity; change is imperative. Again there are more issues I could have discussed, but I narrowed it down to just 5.

I would like to hear from you. Feel free to share your experiences.

5 Days to Social Media Presence for HR - With 30 Minutes a Day

There's no need to fight it anymore, social media is here to stay. It's not a fad, and should never be used as a weapon against your employees. So in light of this inevitable ecosystem, it's important to have a presence for various reasons such as building long term relationships, expanding your career / industrial knowledge, business building, and branding opportunities.

I've put together a quick step-by-step guide for you in order to get yourself going with social media sites. I know it's quick, but it will also be easier than you think. Here goes:

Day 1: Scout out sites that welcome the presence of your business or organization. These sites, as you will notice, will offer networking opportunities, information & resources. Your popular choices are Ning, Facebook, LinkedIn, Monster, Jigsaw, and Twitter. Make a concrete decision. Note: There are other sites which can be used to foster interaction not only between employees, but also potential candidates.

Day 2: Develop the verbiage for your pages and any other words and recognitions that you would like to include in order to build your brand. You would want to include the basics such as:

• Name of Business, Number of Employees
• Years in Business, Location
• Your Motto, Culture, Objective, Goals
• Recognitions from community initiatives
• Why your company may be a place of Choice for Employment

Day 3: Register, copy and paste your verbiage. Upload your picture. If there is enough time left, check out of the groups and networks of interest and save them for the next day's activity. Note: Check for spelling and grammatical errors. Many platforms have auto correct features for you.

Day 4: Connect to at least 20 people, especially those whom you already know, i.e. existing clients, potential vendors and employees. Their information should already be stored within your email contact list. So it should be easy to just click on the Find button in order to do a quick search for individuals and companies who are already have an existing profile on that site. Join up to 5 groups. Note: Do not freak out when people send you an invitation, this is a growth opportunity.

Day 5: Build your rapport by interacting within your new groups and networks selected. You may initiate discussions or answer questions related to your industry. Be careful not to be a spy or pest. You will be in control of your image, so make it a professional one. Note: Don't post goofy stuff like "How does this thing work, I'm brand new"!

You made it!! The reason why you should only spend 30 minutes on these tasks is because you have already made the decision to do this. Therefore, there is no need to ponder and second guess what is going on. Just do it!

Keep in mind, this is only the beginning, you will have plenty of time to build and grow more relationships in the weeks to come. Enjoy!

Stay There Til You Get It Right

Sound familiar? You may have been told that as a child, but it does not always apply as an adult. If you have ever been in a position that doesn't allow the slightest amount of brain power, or if you have been overwhelmed with an assignment, then you are familiar with the amount of frustration that some of your employees may be facing. 

 If you have a staff member who is obviously having some difficulties with their position to the point where they are struggling to adjust, grasp new concepts, or their frustration has almost reached boiling point here are some options:

A. Analyze the situation. See how long the employee has been in their current position. They may be too green for an accurate performance evaluation, therefore they may have a minor adjustment issue. Make sure that they have been given proper training and the tools needed for their position along with a clear understanding of what the company expects. If the employee has been with the company for several years, they may be experiencing burnout, so it may be time for them to expand their knowledge & skills in order to apply them somewhere else within the company.

B. Employ mentorship. Having an experienced member available to answer questions and provide insight can make a huge difference. Some employees need a little extra time in order to familiarize themselves with the functionalities of their job. Having someone there as a professional guide can take a load off of their immediate manager. Three (3) months is long enough for a person to get the majority of their questions answered through their mentor.

C.  Offer them the option of transferring to a different position or department (if available). The employee may have a set of skills that aren’t a match for their current position. This could occur if you have heavily relied upon outdated assessments to place candidates in certain positions. If transferring is an option, make sure that they not only qualify, but have the drive to make it work. At any rate, they still have to prove that they are capable of assuming a new role, so first make sure that they are evaluated properly through the use of personality profiles and skills assessments before recommending them for a new role in the company, “show me the money”.

D. Wait another 6 months so they will have a poor performance evaluation. Besides the proof is in the pudding. Once they've shown that they are incapable of doing their job and it is well documented, then you can't be sued. (Many companies do this all the time.)

E. Just fire them because they can't get it together. There are thousands of other people who can replace them right now. You don't have time, everyone that comes on board should be able to hit the ground running. (Nice mentality, don’t you think?)

Let's face it, ruling your employees with an iron fist is out. But retaining good talent is in and will be here to stay for a while. If you selected D or E, I really feel sorry for your employees, because they will be joining the 60% of workers who are waiting for the economy to pick back up so they can leave.

Remember, every employee contributes to a company, through their position. Giving them the right tools and a reasonable amount of time to do their job, is a small step in the right direction towards retaining good talent. Avoid at all cost forcing an employee to stay at a dead end job, because it's a sure fire way of showing that you really don’t care, and therefore they won’t either.

Longevity Doesn't Equal Contribution

Finding a candidate with some staying power is such an awesome thing. There are a lot of candidates out there who are willing to stick with a good employer, and there are others who are just looking to build their resume.

Though you may find candidates who have been with a company for several years. They may appear to have staying power, or they could have a bad case of the "Warm Body Syndrome". 

Before your recruiting campaign kicks off, look at your current employees to see what their track record has been and how much they are contributing to your business. Think about it:

• When was the last time your employees were evaluated for performance?
• When were they held accountable for the things they do?
• Does your company have an invisible grandfather clause?

Ask them for some feedback on how they enjoy their job and what could happen in order to make their job a little better. Besides there is always room for improvement. Some of your old timers may not like the fact that you are asking questions, however, it is critical to your bottom line. Be brave and just do it! You both will have a lot to gain from it.

The idea here is simply to slow down the hiring mistakes. You don't want a warm body migrating from another company, to sit in your chairs for another 15-20 years. It doesn't necessarily mean that an employee who has managed to stay under the radar for a long period of time without any spots, has the capability to make a contribution to their employer.

Here are some critical questions to ask your candidates:

1. When you participated in a team project, what position are you normally nominated for?
2. When was the last workshop / seminar you attended? Was it mandated or voluntary?
3. What are some of the goals that you foresee setting in this new role?
4. How would you like to grow with this company?
5. How do you stay on top of your field?

The goal here is to hire staff with some staying power, along with the ability to contribute and grow. The bottomline is you have a business to run. Though there is no such thing as a perfect person or candidate, you still should strive towards a contributor and steer away from the warm body.

Girl Bullies in the Workplace

The fact that 40% of workplace bullies are women, should make you wonder who's really getting their work done. That victim has to put up with a lot of crap from a bully, while maintaining their quality of work. The reality is, bullies are a drain to your business, and could cost you thousands down the road. Even though the person doing the bullying is a manager or a top performer. So what should you do at this crossroads?   

If your company doesn't have a culture, now is the time to get one established along with a set of behavioral standards. A policy has to be written and signed off by all employees, even those out in the field. This policy will fall somewhere in between harassment and hostile workplace tolerance. Which actually should be ZERO. It should cover all the events that are considered bullying, i.e. screaming, shoving, setting traps, nagging, scheming and physical contact etc.

Now wouldn't it be nice if women solved problems similar to men? Like either dukeing it out followed by a handshake and a beer. But this isn't the case. What we have here is simply one woman picking another woman to pick on who appears to be a little weaker or presents some sort of threat to her position. Other factors could include stress on the home front, or just the need to be evil.

But if you would like to hear my opinion, i think that if a woman is taking her career seriously she wouldn't have time to worry about what other women are doing and if she poses a threat, so MYOB.

No body likes a bully, and no business owner wants their profit to suffer because of a bully. Nor wanting to end up in court or face an act of violence in their place of business as a result of retaliation from the victim. At any rate, action should to be taken immediately in order to exterminate the fire so everyone else involved can get back to work.

The HR Quarterback

Everyone knows how vital the HR Department can be for an organization. Just as within a football team, every team member has an important role to play. But without the Quarterback, the leader, it would be impossible for the team to succeed. Therefore the key player within an organization, should be the HR Quarterback.

Call it… my imagination has ran a little wild, but here is a different way of looking at your HR department. Let me set up the playing field:

• The Ball = The Objective

• Team Members = All Departments and their Employees within

• The Coach = Company President

• Yard Lines = Charts the progression of the Objective

• Line of Scrimmage = The place where management meets on a regular basis to document the progress of the project at hand

• Center = The designated member within the organization who is responsible for giving the ball to the HR Quarterback

• End Zone = The ultimate Goal or final destination of the Objective

Ideally every organization should be running in offensive mode. If not, then there is no control over the Ball, in fact the Ball is in the hands of the enemy and the organization is in defense mode. But all members must work together to get the Ball back under control. Once you’re in offensive mode, then you have a place for the HR Quarterback.

The HR Quarterback has spoken directly with the Coach and knows what is expecting out of the team members within the organization. The Coach hands the Ball to the Quarterback and expects a report at the end of every Quarter. The HR Quarterback takes the Ball to the Line of Scrimmage where the snap is to take place. It’s time to play ball!!

Notice, the HR Quarterback is out on the playing field because he/she already knows the needs of the organization. The old strategies and techniques have been studied and the new ones are being analyzed on a regular basis. He/she has a good idea of what will work by utilizing a variety of technologies available.

The HR Quarterback is well informed about the new legislations that affect the organizational structure, and ways of retaining the top performing employees through various mediums. Therefore, taking care of the employees is paramount, because without them, there is no company. Strengths and weaknesses of the employees are constantly monitored prior to their annual performance. Regularly scheduled rewards and recognitions are given to employees who have gone above and beyond their individual duties. If there are members who are in need of a little more training, then the HR Quarterback arranges time for the training to occur, realizing that there is no room for a weak link.

When a strong performer is noticed, then they can be place strategically within the organization in order to effectively drive the company closer towards the goal. And if all fails, the HR Quarterback is willing to drive the objective all the way into the end zone alone.

Well, that’s my football rant for today. Hope you all enjoyed reading. By the way, do you know an HR Quarterback who you would like to recognize?

Swiss Cheesed Candidate

Every cheese has a special taste and flavor which many will like, and some will disapprove. But is it necessary for the cheese to undergo a chewing session by the rat?

Going through an interview followed by a skills assessment is one thing. But undergoing a constant drilling session with a disapproving and doubtful person is another. The feeling of being picked apart by a hiring authority can be quite draining and very discouraging. 

Why are candidates made to feel worthless when they go into an organization seeking employment? The hiring authority should be aware of their attitude towards the candidates? Understandably so, they has alot work to do, and granted there is an overwhelming number of applicants out there to sort through. But keeping the needs of the organization in mind is critical.

What progress has been made if a candidate is treated poorly by a hiring party from an organization? Chances are, the candidates will go back and tell at least 10 other job seekers that the organization is bad news. It's foolish to think that it's ok to treat candidates with little dignity, putting them on the spot and making them fill out endless personality analysis questionaires, and everything shy of a blood sample. All of that, and they never get a single follow-up postcard or email stating a decision. Remember, the hiring process is also the place where an organization can brand themselves, for the good or for the bad.

Don't be the rat, who's primary job is eating away at and poking holes into the candidates. They have enough to deal with already than to have their time stolen and character attacked. When the economy does a 360, the rat will be starving for cheese, but the cheese will stand alone.