Bereavement Policies in the 21st Century

From my HR Survival Kit : Always err on the side of generosity when an employee’s friend or loved one dies. If you lose an employee emotionally so you’ll be able to say you’re doing things exactly by the book, you may never regain that employee’s emotional investment in your company. You don’t have to pay someone outside of your guidelines, but denying time off for an employee’s grief is a no win situation. If there’s an abuser, deal with that individual.

This is probably contrary to what many of you have practiced in the past, but the dollar cost is so very low in comparison to the benefit you’ll reap.  I remember having one manager who was quite angry and was telling me just the opposite of what I’m condoning, and my reply was that the long-term positive impact on your team is so much more important than strict adherence to the bereavement rule you may have in place.  Will you end up getting “burned” occasionally?  Of course there may be someone who takes advantage of the situation, but in reality, how many times can that one individual do that same thing again?  You can deal with the offender–and should!

In today’s world, one never knows about relationships that are important to an employee, and should one of those people die, the employee is truly grieving.  The family is no longer described in the traditional way.  It could be a close friend or an aunt, neither of which is generally covered under the bereavement policies of most companies.  You don’t have to pay for the time off, but it would be an error not to grant the employee the time off to at least grieve.  There will be business necessity arguments spewing forth from others in your organization, but as stated above, if you lose them emotionally, you’ll never get them back.  Resentment from that employee and from his/her friends and coworkers will hang around a long time.  Is one work day lost worth it?

PLEASE FEEL FREE TO COMMENT BELOW……..

You CAN Teach an Old Dog New Tricks

If you’ve been following my blog for awhile, one thing might jump out at you.  The knowledge and the situations I’ve encountered can only happen if you’ve been around for some time–and I have.  However I do pride myself on being objective, open to new ideas, and able to make a change when needed.  All too many leaders, both in politics and in business, see it as a sign of weakness to alter a position after it has been established.  That is pure rubbish.

Not all that long ago, one of my staff members had erred in submitting an expense report, to the tune of it costing money out of her own pocket.  There was a way that we could have circumvented the rule, and she wouldn’t have had to pay.  She would not hear of it, and because I had preached accountability for one’s actions, and because of her impeccable character, she told me that she’d pay the money.  In my blindness to protect my staff, I told her to circumvent the rule over her very strong objections.  Finally she relented and said she’d go ahead and follow my instructions.  THEN, all of a sudden it hit me.  WHAT was I doing?

She was taking complete accountability as I preach, and she had a reputation for always doing the right thing for the right reason.  She was asserting herself and rightfully so.  When it dawned on me that I was handling this wrong, I stopped in mid-sentence and apologized and thanked her for doing the right thing.

I don’t want my ego to be the driving force in my managerial decisions, as some might do with an equal amount of experience.  It is always a good idea to be challenged by your subordinates, and if they’re right, give them their due.  I learned a lot on that day.

Listen to those who support you. They also bring wisdom.  As the old song goes: “I was so much older then, I’m younger than that now.”

PLEASE FEEL FREE TO COMMENT BELOW…….

Everyone Needs to Keep Their Dignity

One of the most difficult tasks you’ll ever be asked to do as a manager, is discharge one of your subordinates.  Whether it be for just cause, or a reduction in force, when you’re taking someone’s job away from him/her, it is most unpleasant.  That doesn’t mean that you procrastinate the inevitable, you handle it with dignity.  What’s equally important is how you do it.

An incident a number of years ago before my years in HR, stuck in my mind.  A long-tenured, salaried employee was being laid off.  In front of the entire office staff, this employee was escorted to his desk and given a medium-sized cardboard box to collect his personal belongings, under the watchful eye of a human resources representative.  The employee was not given the courtesy of doing this in private when the office was vacant, or the opportunity to walk around and say goodbye to the many employees he’d counted as colleagues and friends.  Evidently someone judged that he couldn’t be trusted even though he had given the organization so much for so many years.

I never forgot that scene.  Now I realize that there are certain situations when the escort is called for, but some forethought in my example could at least have spared the man some embarrassment.  And don’t forget that the employees who remain see what’s going on, and how will they feel after seeing the way your company has treated this colleague and friend.  In addition to causing morale issues, it could also tarnish your external reputation, depending upon the individual. And who knows, you may want to bring that person back some day in the future.

Whether for cause or as a reduction in force, there is no reason to take a person’s dignity as well as their job.  Think about how you’d feel if you were on the receiving end.

PLEASE FEEL FREE TO COMMENT BELOW…….

You Say It’s Your Birthday

Ah, once a year it comes around to remind us of life’s scorecard.  Most children relish the day and a great number of adults become increasingly testy at the thought of another one.  In the workplace it either means a small celebration with cake and the obligatory singing of Happy Birthday, or it is completely ignored or unnoticed.  Between ignored and unnoticed, the latter may be the most painful.

My staff and I went to extraordinary efforts to ensure that all of our team members had one terrific birthday while at work.  Each of us also had families and friends who helped us celebrate our birthdays after the workday ended.  But what about all the other employees in our office?  Sure, there were some celebrations to be seen, but how many birthdays went ignored or worse, unnoticed?  I used to wonder to myself, if an employee’s birthday goes ignored or unnoticed at work, can we be sure that there is some sort of recognition after the workday was over.  Maybe the party or just kind words at work to wish an employee a happy birthday, are the only recognition that the employee receives.  Maybe the employee’s family and friends ignore or just plain forget.

That prompted me at one previous employer in a former life, to send a birthday card to everyone at the facility to make sure that they weren’t completely forgotten on their birthdays.  This went such a long way in building a rapport with employees whose paths I wouldn’t ordinarily cross on a regular basis.  So many of them personally thanked me, but that’s not the reason I did it.  I just wanted to be sure that somebody knows each employee matters, especially on their birthday.

This is just one method, and there are many more ways to accomplish the recognition.  How can you ensure that your employees know that they matter in the great scheme of things?

PLEASE FEEL FREE TO COMMENT…..

How Many Blank Checks Have You Written?

Naturally we don’t write and sign blank checks in our personal finances, but when you stop and think about it,  aren’t we really doing this every time we hire a new employee?  The only difference is that we’re actually signing the company’s name to the check.  This is one of my Top 10 Secrets for HR Success that you’ll find in HR Survival Kit.  We do all we can to ensure that we’ve made a solid choice, including assessments, interviews, and reference checks, but we sometimes end up with Robin instead of Batman.  And yes occasionally, we end up with the Joker or the Riddler.

The premise of this writing is not to tell you how to improve your recruitment and selection process–which by the way, is not just an HR function.  My purpose is to make you aware so you’ll at least do a double-take before falling victim to the warm-body syndrome.  I’m sure you’re all well aware of this.  It says you fill the opening without ensuring that you have the absolute best candidate–in fact many times the warm-body is more in line with the Joker than with Batman.

Remember what constitutes a successful hire from both your company’s point-of-view, as well as the candidate’s.  First it must be determined if the candidate CAN do the job.  This is where we’re generally the strongest in our recruitment and selection process.  Next, WILL the individual be motivate to do it?  Do you feel your stronghold on the process start to slip a little?  We’ve all had some Monday morning quarterbacking views of our hires.  I have had my fair share of fumbles.

The third and maybe most important part of a successful hire is will the individual FIT into your organization culturally?   I’m a little less formal in my approach to work and might not be the best fit for a position with an organization which values a more bureacratic and sanitary culture.  That culture will be successful with the others who fit that profile–just not me.

When you’re hiring, short-term pain covering for an opening is better than the pain and costs (replacement, legal, etc.) you’ll encounter later after you’ve written the blank check.

Please feel free to comment below.  Thanks.

Do You Have to Treat Your Employees All The Same?

Initially you’re probably tempted to say yes due to all the litigation possibilities of unequal treatment, and I certainly can’t argue with that stance up to a point.  Especially when you’re comparing things like attendance, promotions, disciplinary actions, etc.  However as we all know, our teams are not comprised of robots.  There are differences that add zest, initiative, and a host of other attributes that help us function with synergy.  Vive la difference!!  To take the fullest advantage of those differences, a good manager must recognize, reward, and play to the unique characteristics of his/her team.

My most recent team was similar in many ways–age, education, and enthusiasm to name but a few.  But after getting to know each one on a more personal basis, I began to notice what motivated one had little affect on another.  What changed a negative behavior with one might bring another one to rage.  What made one laugh might be completely lost on another.  As you’ll notice, each of these dichotomies is alluded to in my post: Managing in H.E.L.L.–and Loving Every Minute of It.  Take a look when you have a chance.

You’ll only get to know what works and what doesn’t by spending time with and getting to know those working for you.  Location, Location, Location may give you some ideas in this area.  I had been practicing what I’m saying here and didn’t even realize it until one of my team members said I was very much appreciated for treating everyone the same.  My response was that I do treat everyone with equal dignity and respect, but that we were much more successful because I was able to see and use the differences associated with each member of the team.  Believe me, when you try this, you’ll be giving each individual the opportunity to reach his/her fullest potential.  You’ll be maximizing the effectiveness of your team.  AND you’ll be creating a high-performing and very loyal group of individuals.  It just doesn’t get any better than that.  Vive la difference!!

I welcome any comments you may have.

Location, Location, Location

Of course this has been a real estate salesperson’s mantra for years, but it is also very relevant for supervisors and managers who want to be successful.  Managing from behind a closed door with no communications other than bad news is the sign of a poor manager, even if short-term financial objectives are met.  As you go through your careers, you will notice that the best way to get things done is with your people–not around them or through them.    As Eisenhower once said: “You do not lead by hitting people over the head–that’s assault, not leadership.”  Relationships at work based on respect, empathy, and meeting expectations start with location.  And by location, I mean being visible and accessible to those working for you.  Please don’t think that this is a sign of weakness.  Your employees need to know that you can be approached, without fear.

My staff, as you’ll read in Managing in H.E.L.L.–and Loving Every Minute of It, had complete access.  Had they given me reason to not trust their motives, two things would have happened.  An immediate discussion and a corrective action plan would have followed.  I tried to take this accessibility and approachability one step further and would spend a portion of each day on the production floor, building credibility with the employees whose job it was to keep the facility profitable–the backbone.  My staff and I built this rapport on the floor, and it is one of my proudest accomplishments.  They were to spend time on the floor as well.  Location, location, location to me, meant ensuring that my department would not be mistaken as residents of an ivory tower, only coming out on special occasions.  If you’re in a managerial role, what location are you showing to the employees of your organization?

Please feel free to comment below.  I’d love to hear from you…

It’s OK to Make a Mistake

How much easier would it have been during your career if you had been afforded the luxury of making a mistake, learning and growing from it, and not being chastised for it?  Now making the same mistake over and over doesn’t warrant that same luxury, and that should be dealt with as necessary.  How comforting would it have been to feel like you didn’t have to either hide it, lie about it, or rationalize it so that you could move forward?

My staff was always encouraged to be open with me about any issues, problems, or mistakes.  When one would come to me admitting to an error, the first question from me was always: “Did anyone die”?  Of course the answer was NO, and then we decided upon the best course of action.  We can always remedy an error when no one has died.  We were never afraid to say to people that we’re sorry and we made a mistake.  We took whatever actions necessary to make the situation as right as we could.  That was often times painful, but doing the right thing when dealing with your employees is always worth the pain.

We were always learning from our mistakes but never lost the willingness to try something new because It’s OK to Make a Mistake.  Do your employees feel the same way?

Expectations and Accountabilities

One of my favorite and most successful managerial tools was the use of expectations.  Everyone on my staff knew what was expected of them, and that they would be held accountable to those expectations.  I met daily with each of them and we discussed any possible problems or roadblocks that needed assistance from me or specific coaching.  If there were any performance issues that needed to be addressed, we did this on a daily basis also.  That way, corrections to performance didn’t have to wait until a yearly formal performance review.  There was no place to hide a performance shortcoming.

All too often, managers are afraid to meet/evaluate/confront their subordinates.  If a manager can’t do that, then the chances are that he/she won’t be as successful as could be.  It also gives you, the manager, a chance to make sure that the expectations are fair and attainable.  If not, adjustments to these expectations should be implemented in fairness to the employee, to you, and to the company.

With those expectations comes accountability of the subordinate.  A manager can’t be afraid to ensure that the employee has the tools to meet the expectations, and if they aren’t met, then the manager can’t be afraid to administer whatever corrective action needs to be taken.  Of course this may include disciplinary action from counseling to termination, dependent upon the offense and its frequency.  As a manager, your allegiance is to the company of course.

If you meet with your employees daily either in person or by phone, then your chances of departmental success will have greatly improved, and the formal performance appraisal meeting will be one with no surprises.  I welcome any comments or discussion.

Motivating Your Employees–Not Through an Iron Hand

When I was much younger, my first supervisory position was as a foreman in a factory.  I had lots to learn and made plenty of mistakes, but the makeup of the workforce was much different then.  It was as if they expected management to control them, and would revolt if treated too poorly–and if they were part of a collective bargaining unit.  It was always an adversarial approach to the daily task of producing goods and services.  Not the least of the management tools was the attendance control program.  Sometimes I used to think we spent more time and money administering it than it actually saved.

Most organizations have measurable output standards for employees, and I’ve often thought: “why not use these as the basis of control rather than attendance?”  If an employee delivers what the company deems to be the desired output, what difference does it make if it happened in 30 hours or 40 hours?  It is the ultimate pay for performance scenario, and if an employee can produce more than the standard, additional compensation is in order.  Now I realize that some organizations for business or customer service reasons could not operate this way, so let’s focus on the ones who can.  So if an individual continually does not meet the measurable standard, use the corrective disciplinary action procedure at this time.

Today’s demographics are drastically different than those of a few decades back.  There are now many single parents out there who need to be able to have a little more control over their time, for instance when having to take a sick child to the doctor.  Under my plan they would have that freedom, provided they met their outputs.  I’ve seen many people lose their jobs due to the guidelines of an attendance control program, when they were meeting all production goals.  Something doesn’t seem right about that to me.

Employees will be much more motivated and loyal to the employer who gives them some modicum of control over their work lives.  This is merely a way to provoke thought about the subject, and I’d be happy to discuss it with anyone who wishes.

Man’s Best Friends–Sophie and Bango!

This has been a day dominated by dogs at my house. I had never seen “Marley and Me” before tonight, and we’re also dogsitting for my daughter and son-in-law for the next week. Of course we have our own dog, Sophie. Our guest is Bango, and even though they’re both Shih Tzus, there’s a world of difference in several aspects. Let me count the ways:

1. Sophie is 9 years old and Bango is less than one.
2. Sophie is the least active dog in the world, and Bango is in constant motion.
3. Bango tries and tries to get Sophie to play and chase him, and she strongly refuses.
4. Bango has toys strewn all over our house, and Sophie is happy lying on a blanket.
5. Sophie can go for hours and hours before needing to be walked, and…….Bango can’t.

But for all you fellow dog lovers, I’m sure you’ll appreciate the similarities.

1. Both Sophie and Bango are very affectionate and sweet dogs.
2. Both Sophie and Bango have cute faces and that trademark underbite.
3. Both Sophie and Bango were obedience school dropouts.
4. Both Sophie and Bango provide unconditional love.

After watching the emotional ending to “Marley and Me”, and having gone through a similar situation a few years back, you realize how big a part of your life that your dog is. Neither Sophie nor Bango care about Jon and Kate or David Letterman. They want so very little from us in exchange for their love and loyalty. We could learn a lot from them.

Long-Term Economic Health

We know that the US economy will recover, whether it be in 2010 or 2011.  To me the bigger question is what will we have learned from the current recession?  Will we then forsake short-term windfalls at whatever long-term cost, for the longer-term, sustained growth and profitability?  Will our corporate leaders (and boards of directors) then believe that the overall business objectives that lead to long-term economic growth and stability, outweigh the immediate gratification of exorbitant bonuses or crippling parachutes?  Will accountability for one’s actions, either individually or corporately, be more than an empty promise?  Will we ever see someone admit business wrongdoing before spending millions of dollars in defense of a misguided ego and corrupt practices?  Will we ever see personal agendas take a back seat to sound strategic planning and efficient, tactical execution?  If we don’t see these types of changes upon our recovery, how long can we expect the recovery to be a sustainable one?

After all, if we don’t learn from our past mistakes, how can we expect a better outcome in the future?  If you continue to put chicken, potatoes, carrots, and onions in a crock pot, don’t expect chocolate cake to come out when the alarm sounds.

SALLIE MAE IN MUNCIE

A little over three years ago, I poured my heart and soul into helping Sallie Mae open its largest collections call center in Muncie, Indiana.  I was very excited about this opportunity because it allowed me to put my “stamp” on a brand new facility in a city where I went to high school, college, and spent the majority of my adult life.  We very quickly ballooned to over 750 employees, and became a prominent corporate citizen in Muncie, helping to replace a portion of the thousands of auto industry jobs that the city lost in the last two decades.

As has been the case with many companies associated with financial services and loans, the company, as a whole, fell victim to massive layoffs in the last 12-18 months. As a matter of fact, I was laid off.  Although I would have preferred to stay on, I really continued to have a vested interest in seeing the office succeed.  I had helped build the company’s AND country’s largest collections call center under one roof; I had developed the company’s only all-degreed HR staff; I had nurtured very strong community relationships with both Muncie and with Ball State University; I had fostered a strong, positive credibility with the rank and file on the call center floor.  That was to be my legacy along with the development of a very talented staff.  I still care about the livelihoods of over 750 families.

Now, to add fuel to the fire, having the possibility of governmental control of the student loan industry may just be the death knell for Sallie Mae in Muncie.  There are things that the company could (and should) have done differently to improve operations and the overall culture of the organization, but that may be irrelevant at this time.   There are people with strong opinions on both sides of the control issue, and valid ones at that.  I’m able to see both sides and wouldn’t it be nice if there were some middle ground.  I’ll keep an eye on the situation even though I’m no longer a Sallie Mae employee.

Easy Money Betting on Football

Have you ever wondered how you can make a killing betting on football?  From my perspective it is easy, although it is difficult for me to separate my wallet from my heart when betting on games.  Just find out who my favorite teams are and bet on their respective opponents on that particular game day.

Both of my favorite football teams, the Cleveland Browns and the Ball State Cardinals, have pathetic records at this time.  The Browns are 1 – 7 and the Cardinals are 1 – 8.  Things don’t look to improve for either very soon, but you never know.

A Sports Cornucopia

Baseball is by far my favorite sport, but my team loyalty is not what it once was due to the focus on the business to the disdain of the true fan.  However, the playoffs are ready to begin and the drama with each pitch is exhilarating.  But there’s also the NFL, NBA, and the NHL which are already started or will be in full swing within the month of October.  I stay up too late watching the various contests, and then pay for it the next day.