During a company reorganization (at some time in my distant past), a statement was used to summarize the ongoing changes. "A company is like a bus. You have to get the right people on the bus, the wrong people off the bus, and the right people in the right seats." These words have always stuck with me - specifically during the recruiting process.
Recently I was tasked with recruiting a payroll clerk/HR assistant. Having a handful of resumes for highly qualified candidates, most with 10+ years experience and certified payroll professionals, the department head chose to reject them. On no less than three occasions she presented the same candidate for consideration. This candidate, having no payroll or human resources experience, did not meet the criteria for the position.
I have seen managers fail during the recruiting process by hiring candidates that lack the very skills / strengths that are needed to be successful in the role. While we may have a "connection" with a specific candidate, we need to select candidates with the greatest potential for success. The performance of a department, the company itself, hinges on the quality of its personnel. As managers, we should always surround ourselves with people who are better and smarter than we are. We should target and hire people that bring strengths into an organization that we ourselves lack.
When recruiting please carefully and fully assess the needs of the position. Always focus on the quality of incoming employees. Find new "strengths" for your organization. Hire them. Use them. Remember, the success of any organization rests on the strengths of its employees. Always capitalize on the strengths of the people within your organization or team.
Friday, May 13, 2011
The Bus
Friday, May 6, 2011
What Do You Want From Your HR Team?
What Do You Want From Your HR Team?
I read an article recently that asked the above question of a group of senior executives. One CEO had the response that “I want HR to read my mind." While this may appear to be a joke, there's a lot of truth to the statement. Reflected below is some additional feedback from that same group of executives.
• I want HR to speak my language. We’ve all heard over and over how we need to be business-savvy and speak the “language of business.” One CEO said it perfectly. He said “Sometimes, I feel like I’m speaking a different language to my HR person. I want to feel like what I’m saying is making sense and that they know what to do with it.” He then went on to acknowledge that sometimes it’s hard for his HR people because he isn’t always the best at articulating his thoughts. But, it helps when they learn how he thinks and what is on his mind so that he has less explaining to do.
• I need HR to think for me. The point this CEO was making was that his brain doesn’t necessarily think about the critical employee issues the same way that HR does. So, he needs HR to be thinking about things that aren’t part of his daily routine. He wants HR to take that leadership role and, in most cases, take care of these issues so he can focus on the business.
• I want HR to help me solve my problems. Many of the executives talked about current challenges in retaining staff and getting qualified staff on board. One gentleman in particular said that the thing that keeps him up at night is knowing that he’ll have enough of the specialized talent that he needs to support the incredible growth the company is experiencing. He wants to know that his HR people are doing everything they can to solve this problem with him.
• I want HR to keep me out of trouble. The CEO wants you to warn them before they make a move that could land them on the witness stand. There's always a right way and the wrong way to tell the CEO that they are headed for trouble. We agreed that “you can’t do that” is probably not the right approach. But, the group overwhelming agreed that a loud, stern warning would be appropriate. One CEO joked, “Sometimes you have to yell, but I’ll hear you.”
Any HR department can benefit from asking this same question of their executive team. You might be surprised by what you hear – and you may have an opportunity to view your own job in new light.
Keep communicating!
I read an article recently that asked the above question of a group of senior executives. One CEO had the response that “I want HR to read my mind." While this may appear to be a joke, there's a lot of truth to the statement. Reflected below is some additional feedback from that same group of executives.
• I want HR to speak my language. We’ve all heard over and over how we need to be business-savvy and speak the “language of business.” One CEO said it perfectly. He said “Sometimes, I feel like I’m speaking a different language to my HR person. I want to feel like what I’m saying is making sense and that they know what to do with it.” He then went on to acknowledge that sometimes it’s hard for his HR people because he isn’t always the best at articulating his thoughts. But, it helps when they learn how he thinks and what is on his mind so that he has less explaining to do.
• I need HR to think for me. The point this CEO was making was that his brain doesn’t necessarily think about the critical employee issues the same way that HR does. So, he needs HR to be thinking about things that aren’t part of his daily routine. He wants HR to take that leadership role and, in most cases, take care of these issues so he can focus on the business.
• I want HR to help me solve my problems. Many of the executives talked about current challenges in retaining staff and getting qualified staff on board. One gentleman in particular said that the thing that keeps him up at night is knowing that he’ll have enough of the specialized talent that he needs to support the incredible growth the company is experiencing. He wants to know that his HR people are doing everything they can to solve this problem with him.
• I want HR to keep me out of trouble. The CEO wants you to warn them before they make a move that could land them on the witness stand. There's always a right way and the wrong way to tell the CEO that they are headed for trouble. We agreed that “you can’t do that” is probably not the right approach. But, the group overwhelming agreed that a loud, stern warning would be appropriate. One CEO joked, “Sometimes you have to yell, but I’ll hear you.”
Any HR department can benefit from asking this same question of their executive team. You might be surprised by what you hear – and you may have an opportunity to view your own job in new light.
Keep communicating!
Performance Appraisals
Performance appraisals are stressful for both the manager and the employee. If you are properly prepared, you can reduce the stress of not only writing the appraisal, but delivering it as well. When you prepare your evaluation of an employee:
1. Keep a positive attitude towards the appraisal process and conduct each evaluation realistically with respect to the strengths or weaknesses of the employee.
2. Make certain that all criteria on which the employee is evaluated is clearly job related.
3. Rate employees solely in relation to the job responsibilities, not in terms of how similar they are to you.
4. Establish the standards of performance expected on the job before rating the employee and base your evaluation on those pre-determined requirements or standards.
In the future I will address the steps that both managers and employees can take to have an effective appraisal.
Performance evaluations are a tool for building trust, open communiation and better supervisor / employee relationships through all levels of the organization.
1. Keep a positive attitude towards the appraisal process and conduct each evaluation realistically with respect to the strengths or weaknesses of the employee.
2. Make certain that all criteria on which the employee is evaluated is clearly job related.
3. Rate employees solely in relation to the job responsibilities, not in terms of how similar they are to you.
4. Establish the standards of performance expected on the job before rating the employee and base your evaluation on those pre-determined requirements or standards.
In the future I will address the steps that both managers and employees can take to have an effective appraisal.
Performance evaluations are a tool for building trust, open communiation and better supervisor / employee relationships through all levels of the organization.
Wednesday, May 4, 2011
Is Your Business Lacking Direction?
Chasing your tail? Is your organization lacking direction? While organizations are expected to work together as a team, there are many potential sources of conflict within an organization that may hinder its progress. One is lack of direction.
Recent statistics indicate that the average employee, in the average workplace, has little or no confidence that his or her senior leadership team knows where they are going. Nor does the average employee have faith and confidence that the executive team is choosing the right strategic direction. Although there are exceptions, my belief is that the organization fails to adequately communicate with its employees. The most important part in communicating the direction is the why we are taking the steps we are taking.
Yes, leadership teams stand up at the company meeting and announce their strategic direction and plans. This is not communicating. You're just getting the word out. You're announcing. At least, it is not communicating at a level necessary for employees to integrate the strategic direction and plans into their job and activities at work.
When employees understand the purpose and how each member contributes toward the ultimate goal at hand, they are committed to taking the steps necessary to accomplish the tasks. However, when they are unclear of the goals, uncertain of his/her role in the organization, they begin to loose interest and are less committed.
I don't think that managers understand how critically important communicating the strategic direction at the level of an individuals job is to organization-wide understanding of strategic direction.
Communicating goals doesn't guarantee that your employees will be motivated and love what they do, but if you don't convey goals to your employees at all you can certainly guarantee that they won't be motivated because they won't know where they are going.
Employees need to understand the organization’s goals, how the employees connect to the organization, and how their success and the organization’s success intertwine.
As always, my advise is to COMMUNICATE!
Recent statistics indicate that the average employee, in the average workplace, has little or no confidence that his or her senior leadership team knows where they are going. Nor does the average employee have faith and confidence that the executive team is choosing the right strategic direction. Although there are exceptions, my belief is that the organization fails to adequately communicate with its employees. The most important part in communicating the direction is the why we are taking the steps we are taking.
Yes, leadership teams stand up at the company meeting and announce their strategic direction and plans. This is not communicating. You're just getting the word out. You're announcing. At least, it is not communicating at a level necessary for employees to integrate the strategic direction and plans into their job and activities at work.
When employees understand the purpose and how each member contributes toward the ultimate goal at hand, they are committed to taking the steps necessary to accomplish the tasks. However, when they are unclear of the goals, uncertain of his/her role in the organization, they begin to loose interest and are less committed.
I don't think that managers understand how critically important communicating the strategic direction at the level of an individuals job is to organization-wide understanding of strategic direction.
Communicating goals doesn't guarantee that your employees will be motivated and love what they do, but if you don't convey goals to your employees at all you can certainly guarantee that they won't be motivated because they won't know where they are going.
Employees need to understand the organization’s goals, how the employees connect to the organization, and how their success and the organization’s success intertwine.
As always, my advise is to COMMUNICATE!
Positive Employee Morale
Morale affects every aspect of an organization's culture from its mission to its competitive advantage. In today's environment, an organization's continued business success depends upon the employee's daily commitment to utilizing their full range of knowledge and skills.
Morale affects how motivated your employees are to work for you, suggests how much they will accomplish during the course of the day, and how long they will stay with your company. As a manager, much of the mood within the organization is in your hands. So, what can management do to boost morale or sustain it during turbulent times? COMMUNICATE!
Take steps to:
1. Respond to employee questions promptly.
2. Ask employees for input before making decisions that impact their roles or work.
3. Create and maintain an open door policy.
4. Recognize employee contributions.
5. Consult employees before implementing policies the affect them (allow staff to give input into creating their own environment).
Most of all:
1. Challenge your employees with new opportunities to use and develop their skills.
2. Ensure they clearly understand their role and how they bring value to the organization.
3. Acknowledge and appreciate staff.
4. Recognize small successes.
Morale affects how motivated your employees are to work for you, suggests how much they will accomplish during the course of the day, and how long they will stay with your company. As a manager, much of the mood within the organization is in your hands. So, what can management do to boost morale or sustain it during turbulent times? COMMUNICATE!
Take steps to:
1. Respond to employee questions promptly.
2. Ask employees for input before making decisions that impact their roles or work.
3. Create and maintain an open door policy.
4. Recognize employee contributions.
5. Consult employees before implementing policies the affect them (allow staff to give input into creating their own environment).
Most of all:
1. Challenge your employees with new opportunities to use and develop their skills.
2. Ensure they clearly understand their role and how they bring value to the organization.
3. Acknowledge and appreciate staff.
4. Recognize small successes.
Friday, February 25, 2011
Federal I-9 Documentation
The U.S. Citizenship and Immigration Services requires all employees to complete the Employment Eligibility Verification Form I-9 and present unexpired original documents establishing identity and employment eligibility. The I-9 is the “implementation tool” for the Immigration Reform and Control Act of 1986. Completion of this document is mandated for every employee hired after November 6, 1986. Even if you are the owner of the company and you have only two employees, if you are on the payroll you must have an I-9!
To help you be compliant with I-9 requirements, here are a few suggestions:
1. Require all new hires to complete and sign Section 1 on their first day of work. One common error found during I-9 audits is the date the employee signed the I-9 was not on or before the first day of employment. Also, do not ask an applicant to complete the I-9 prior to extending a job offer. The information could be used as a weapon in a discrimination lawsuit if the individual is not hired.
2. Train every employee who fills out I-9 forms how to accurately fill out forms. If you find a mistake on an I-9 form in your file, cross it out, fill in the correct information and date it. Do not create a new form. Just note on the form, at each correction, that the change is being made “per self audit.” If you ask the employee to complete a new form, it may be viewed as discrimination.
One of the most common mistakes made by employers is failing to complete the form. Avoid blanks, missing or incomplete information and/or signatures. Potential fines for mistakes range from $500 - $1,000 per incident. Also, please make sure you are using the current version of the I-9 (8/07/09 or 2/02/09) which can be found at www.uscis.gov/I-9.
Use Section 3 of the I-9. Properly update or re-verify the individuals’ status (e.g., name change due to marriage or divorce). You can use Section 3 if the employee leaves your workforce and is rehired within three years of the date the form was originally completed. Also, use Section 3 if the employees’ work authorization is about to expire and you must re-verify the work authorization.
3. Know which documents are acceptable for work authorization. If a new hire is a U.S. citizen a passport or driver’s license with social security card are valid. If the new hire is a non-citizen, an employment authorization document is required. If an employee checks the third box (A lawful Permanent Resident), the Alien “A” number must be completed. If an employee checks the fourth box (An alien authorized. . ), the date the alien is authorized to work until must be completed and the Alien or Admission number must be completed. If you ask for more documentation that is required, you may be fined for over documentation and face charges of discrimination.
A common I-9 mistake made by employers is inconsistency in document photocopies. As an employer, you have the option to photocopy the documents presented by the employee. However, I highly recommend that supporting documentation be copied and attached to the original I-9. Again, as the employer, you have the option to photocopy the documents. But ensure that your choice is applied consistently and either you do, or don’t, make photocopies.
4. Keep track of expiration dates for foreign workers. Many employers forget to re-authorize the I-9 forms for these workers when their visas are renewed. Don’t forget to keep a tickler file to follow up on expiring documents. Notify employees of the need to re-verify 90 days prior to the document expiration.
5. Store I-9 forms separately from other personnel files. The reason? Many government agencies are authorized to inspect your I-9 forms. If you retain the I-9s in personnel files, the government gets to go through the personnel files. Anything they find there can raise additional questions and/or issues.
6. Delete or shred I-9 forms as soon as allowable. Employers must keep an I-9 for every current employee. You also must keep I-9 forms for former employees until three years after their start date or one year after termination, whichever is later. When the documents have expired, shred them. If ICE performs an audit you may be held liable for mistakes or omissions found on the old forms!
For additional information on I-9s, please visit www.uscis.gov/I-9.
To help you be compliant with I-9 requirements, here are a few suggestions:
1. Require all new hires to complete and sign Section 1 on their first day of work. One common error found during I-9 audits is the date the employee signed the I-9 was not on or before the first day of employment. Also, do not ask an applicant to complete the I-9 prior to extending a job offer. The information could be used as a weapon in a discrimination lawsuit if the individual is not hired.
2. Train every employee who fills out I-9 forms how to accurately fill out forms. If you find a mistake on an I-9 form in your file, cross it out, fill in the correct information and date it. Do not create a new form. Just note on the form, at each correction, that the change is being made “per self audit.” If you ask the employee to complete a new form, it may be viewed as discrimination.
One of the most common mistakes made by employers is failing to complete the form. Avoid blanks, missing or incomplete information and/or signatures. Potential fines for mistakes range from $500 - $1,000 per incident. Also, please make sure you are using the current version of the I-9 (8/07/09 or 2/02/09) which can be found at www.uscis.gov/I-9.
Use Section 3 of the I-9. Properly update or re-verify the individuals’ status (e.g., name change due to marriage or divorce). You can use Section 3 if the employee leaves your workforce and is rehired within three years of the date the form was originally completed. Also, use Section 3 if the employees’ work authorization is about to expire and you must re-verify the work authorization.
3. Know which documents are acceptable for work authorization. If a new hire is a U.S. citizen a passport or driver’s license with social security card are valid. If the new hire is a non-citizen, an employment authorization document is required. If an employee checks the third box (A lawful Permanent Resident), the Alien “A” number must be completed. If an employee checks the fourth box (An alien authorized. . ), the date the alien is authorized to work until must be completed and the Alien or Admission number must be completed. If you ask for more documentation that is required, you may be fined for over documentation and face charges of discrimination.
A common I-9 mistake made by employers is inconsistency in document photocopies. As an employer, you have the option to photocopy the documents presented by the employee. However, I highly recommend that supporting documentation be copied and attached to the original I-9. Again, as the employer, you have the option to photocopy the documents. But ensure that your choice is applied consistently and either you do, or don’t, make photocopies.
4. Keep track of expiration dates for foreign workers. Many employers forget to re-authorize the I-9 forms for these workers when their visas are renewed. Don’t forget to keep a tickler file to follow up on expiring documents. Notify employees of the need to re-verify 90 days prior to the document expiration.
5. Store I-9 forms separately from other personnel files. The reason? Many government agencies are authorized to inspect your I-9 forms. If you retain the I-9s in personnel files, the government gets to go through the personnel files. Anything they find there can raise additional questions and/or issues.
6. Delete or shred I-9 forms as soon as allowable. Employers must keep an I-9 for every current employee. You also must keep I-9 forms for former employees until three years after their start date or one year after termination, whichever is later. When the documents have expired, shred them. If ICE performs an audit you may be held liable for mistakes or omissions found on the old forms!
For additional information on I-9s, please visit www.uscis.gov/I-9.
Wednesday, February 23, 2011
Knowledge Retention
While the economy is slowly recovering, we all still hear of companies going through layoffs (Boeing slashed 1,100 jobs in January; Continental Airlines to cut 500 jobs). Couple that with the boomers reaching retirement age, people are leaving the workforce. A single individual in an organization may hold vital knowledge in his/her head. If he/she leaves, the knowledge is at risk of leaving as well. Most companies have data backup and disaster recovery plans in place in the event computers, servers, etc. break down. But how many organizations have plans in place to capture the knowledge of the departing employee? Is the departing employee a low risk (knowledge is not vital, is well documented or held by other people) or high risk (sole knowledge holder) to the organization?
“Releasing employees is very effective to reduce the spend side. . . . each person out the door takes expertise with them that is lost to the company. After a while, the company may not even have enough knowledge internally to understand that their boat has holes in it and that patching isn’t happening.” I don’t remember where I read that quote (*oops*) but I feel that it eloquently addresses the impact of employee departures on the knowledge base of an organization. This isn’t a new problem. The consequence of the loss of the crucial skills and knowledge may lead to “corporate incompetence.”
As an organization, there are some questions you need to ask before the employee steps out the door:
• Does the work continue?
• Will the work be required in the future?
• Is the knowledge critical?
• Is the knowledge documented?
• Does anyone else have the knowledge?
If the knowledge is critical, let’s talk about a couple of retention processes and what tools can be used to better retain employee knowledge. (When you have a finished product, please always consider the confidentiality aspects of the material.)
1. Exit Interviews: Oftentimes questions are inadequate to capture all of the intricacies of a particular position. To be successful, identify a broad range of areas of success or challenge in the role. As the employee answers, make a list of the factors and then probe for detail and advice. Also, who are their contacts? Why and how do they interact with these individuals? What sources do they use for research or data? Timeline key activities, important meetings, etc. Identify critical information areas and concentrate on these to ensure a higher quality of knowledge is captured.
2. Documentation: Thoroughly document every process in a position. Create a “master manual” or “guide” for other individuals to access.
3. Networking: Facilitate knowledge networking thereby allowing the knowledge to be naturally disseminated across the organization. This would allow the information to be captured in a timelier manner and not at the employees’ departure. The information, and the transfer of the information, is created and shared.
4. Access: Retain the knowledge via retaining access to the people. Are the departing employees available for part-time work? As a consultant? Are they available to mentor and/or provide advice?
Each organization places important on different aspects of knowledge. Take the time to share ideas and best practices. Never overlook the importance of context and dialog.
In closing, knowledge retention is going to take time, resources and skill. Build a network to enable conversation. And remember, validating the quality of the knowledge transfer can be very difficult.
“Releasing employees is very effective to reduce the spend side. . . . each person out the door takes expertise with them that is lost to the company. After a while, the company may not even have enough knowledge internally to understand that their boat has holes in it and that patching isn’t happening.” I don’t remember where I read that quote (*oops*) but I feel that it eloquently addresses the impact of employee departures on the knowledge base of an organization. This isn’t a new problem. The consequence of the loss of the crucial skills and knowledge may lead to “corporate incompetence.”
As an organization, there are some questions you need to ask before the employee steps out the door:
• Does the work continue?
• Will the work be required in the future?
• Is the knowledge critical?
• Is the knowledge documented?
• Does anyone else have the knowledge?
If the knowledge is critical, let’s talk about a couple of retention processes and what tools can be used to better retain employee knowledge. (When you have a finished product, please always consider the confidentiality aspects of the material.)
1. Exit Interviews: Oftentimes questions are inadequate to capture all of the intricacies of a particular position. To be successful, identify a broad range of areas of success or challenge in the role. As the employee answers, make a list of the factors and then probe for detail and advice. Also, who are their contacts? Why and how do they interact with these individuals? What sources do they use for research or data? Timeline key activities, important meetings, etc. Identify critical information areas and concentrate on these to ensure a higher quality of knowledge is captured.
2. Documentation: Thoroughly document every process in a position. Create a “master manual” or “guide” for other individuals to access.
3. Networking: Facilitate knowledge networking thereby allowing the knowledge to be naturally disseminated across the organization. This would allow the information to be captured in a timelier manner and not at the employees’ departure. The information, and the transfer of the information, is created and shared.
4. Access: Retain the knowledge via retaining access to the people. Are the departing employees available for part-time work? As a consultant? Are they available to mentor and/or provide advice?
Each organization places important on different aspects of knowledge. Take the time to share ideas and best practices. Never overlook the importance of context and dialog.
In closing, knowledge retention is going to take time, resources and skill. Build a network to enable conversation. And remember, validating the quality of the knowledge transfer can be very difficult.
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