Say Goodbye to the Employee Handbook Snooze Fest

Updating an employee handbook is like doing your taxes – it’s a necessary chore that nobody looks forward to. But it doesn’t have to be that way.

There’s two types of companies when it comes to these handbooks:

Option #1 – We’ve had the same employee handbook since the beginning of time. It’s written on stone tablets.

Option #2 – We rewrite our employee handbook each year because it’s the most important document on the planet.

The problem is both options usually end up writing an employee handbook that reads like a welcome packet to prison. If you forced candidates to read your employee handbook before actually accepting a position with your company 99% would decline your offer!

Your handbook can be more than just a boring document; it can be engaging and reflective of your company’s culture. Here are some tips to make your handbook more appealing to people like me:

  1. Tell a Story: Instead of listing rules and regulations, try to tell a story. People are more likely to read through something if it’s presented in a narrative format. Work with someone in your organization who has a knack for storytelling to craft a more engaging handbook.
  2. Explain the ‘Why’: Many rules in handbooks seem arbitrary. To make them more understandable, explain the reasoning behind them. Even if the rule itself remains unchanged, transparency helps employees understand its purpose.
  3. Add Visuals: To make your handbook more visually appealing, bring in a graphic designer to add some color and simple illustrations. This can help break up the text and make it easier to read.
  4. Communicate Your Culture: Your real culture. Don’t have a funny and engaging handbook when you have a buttoned-up culture, it sends a mixed message. Also, don’t write this boring legal document of a handbook if you have “No Pants Wednesdays” in your office. It doesn’t fit your culture!

Does anyone have a good employee handbook story? What’s the longest handbook you’ve seen?

Are All Employment Brands the Same?

I’ve always thought that 9 out of 10 employment brands are basically clones. If you asked candidates to tell the difference between them, they’d probably draw a blank.

Employment Brand #1 claims to hire top talent, treat employees well, value diversity, have a fun work vibe, and actually listen to staff.

Now, Employment Brand #2? They do the same as #1 but their logo is blue!

Then comes Employment Brand #3, doing the same as #1 and #2, but adding the twist of exclusively hiring top-tier talent.

And, of course, Employment Brand #4 follows the pattern but sweetens the deal with pay-for-performance.

Everyone’s saying, “We’re just like them, but better because we say so!” So, what makes some brands stand out from all the spam? The only answer that clicked with my limited marketing brain is a genuinely transformative leadership vision.

Sure, any company can offer more money, better perks, and all that jazz. But having a clear, inspiring, and unshakeable vision is a rare gem. Think Elon Musk, Steve Jobs, Henry Ford, Oprah Winfrey – leaders with a vision that stands out and makes employees follow without question.

If a transformative vision is the only thing that sets organizations apart, and the rest of us are pretty much the same, what’s the real message to candidates? Are we just serving up more spam? If so, is employment branding just a waste?

We’re living in an Instagram world, where good design and a smart media strategy are seen as ‘better’ – even if they don’t make you a better employer. Let’s not kid ourselves; we all play the game. And that’s okay, as long as you’re not playing without that transformative vision.

It’s even cool if you truly believe your company is great! Because, let’s be real, belief is what makes employers stand out. It’s the basis of a transformative vision.

Employees Want You To Tell Them This

“Can I be honest with you?” is a phrase usually followed by some sh*t you don’t want to hear.  We talk about this concept a bunch in HR. We need to tell our employees the truth about their performance.  We work to coach managers of people on how to deliver this message appropriately.  We develop complete training sessions and bring in ‘professional’ communicators to help us out on the exact phraseology we want to use.  All so we can be ‘honest’ with our employees.

Can I be honest with you?

No one wants you to be honest with them.

Employees want you to tell them this:

  1. You’re doing a good job.
  2. We like having you on the team.
  3. You’re better than most of the others here.
  4. Your career looks promising, and a promotion might be on the horizon.
  5. Here’s your yearly raise.

But that’s only true for about 5% of your crew. The other 95%? Well, they won’t be thrilled with total honesty.

Talent management is a tough nut to crack. No fancy software can fix this. Most folks don’t dig straight-up honesty. It’s uncomfortable, causes drama, and people don’t like hearing they need to step up. Tell someone there’s ‘room for improvement,’ and they think you just called them a failure about to get the boot.

As managers, we tend to dance around the truth. We all have things to get better at, but saying it out loud stings. If someone says they’re cool with feedback, they’re probably lying to you and themselves. Those are the ones who lose it when they hear the truth. People who say they want honest feedback actually want to hear they’re rock stars. Anything less, and they freak out.

So, what’s the real solution?

Say nothing. Set clear metrics for performance. Make sure everyone gets them. When an employee asks for feedback, hand over the metrics and let them spill first. That way, you can agree or disagree. Otherwise, it’s all just opinions, and opinions and honesty don’t mix well.

But hey, you already knew that. Thanks for stopping by. You’re doing a solid job – way better than the other readers. Keep it up, and you’re on the up-and-up!

The Snowstorm Test

Throughout my career, I’ve had conversations with coworkers who think they’re more crucial to the business than they really are. You know the type – they drop comments like “This place would be lost without me” or “Let’s see how things go if I’m not around.” Usually, it’s the sales or tech folks who, despite their contributions, sometimes overestimate their importance. Over time, I’ve come up with a simple two-step test to figure out if someone is truly essential to your business:

  1. Snowstorm Test:
    • Ask yourself if this person is required to show up at the office during a severe snowstorm, lasting multiple days.
    Example: In a large Health System where I worked, doctors and nurses were essential, with plans in place for emergencies. Meanwhile, in HR, I wasn’t on the list for a 4-wheel drive SUV pickup.
  2. Self-Promotion Check:
    • Consider if the person spends a lot of time trying to convince you of their importance to your operation.
    Examples: Statements like “Our biggest client wouldn’t be here without me” or “Our department saved the organization $500K last year on a $3.7M budget.”

Looking at how organizations evolve, it’s interesting to note that in the beginning, only essential employees are truly needed – those involved in getting materials, making products, selling them, and handling finances. Support functions like HR and Marketing often come later, usually after the company grows beyond 100 employees.

Regularly reassessing who holds essential roles within your organization is important. As a “client” to these vital contributors, focus on tasks that support their efforts. This means having direct conversations, asking, “How can I help you do your job better?” It’s simple but often overlooked.

Think of organizations like picking teams on a playground. If your most essential employee were choosing a team, where would you stand – first, tenth, or last? It’s worth thinking about where you fit in.

Don’t Say That!

Found this oldie but a goodie and I thought it would be a fun one to revisit. Still holds true, right?

7 Things You Should Never Say When Asking for a Raise!

Posted on  by Tim Sackett

There are certain conversations in our work lives that cause people the most anxiety and having to go in and ask for money is, on my list, the next most anxious work conversation most people will face.  I can think of many times that I wanted more money, thought I deserved to get more money, and heck even our good old Comp people said the market should be paying me more money, and still, it is a difficult conversation to have with my superior (at least for me).

Like many people, I think I do a good job, give my best effort, produce great results, and after all that, should I really need to ask? Shouldn’t my boss ‘get it’ and just want to write me a blank check?!

With all this in mind, most people will screw this conversation up by saying things they really want to say, but shouldn’t, if they’re trying to get a raise.  Here are the top things you probably shouldn’t say when asking for a raise:

1. “If you pay 10% more, I will really put in some extra effort!” – So what you’re saying is you’re not putting in extra effort now…

2. “I looked in our HRIS system and I know Sheila on the 5th floor is making $5000 more than I am – and she’s an idiot!” – Not the best strategy to look at others’ private comp information, even if you have access, then call them an idiot – at least in my experience…

3. “If you don’t pay me more money, I’ll be forced to find another job that will pay me what I worth” – Be careful, I’ve tried this one, and they might call your bluff!

4. “I’ve done the math and if you fire Mike, I can do his job and mine, you save $50K, after giving me $25K of his $75K salary” – This actually might be a really good idea, But Mike might be the last one standing with the $25K raise, not you!

5. “I really don’t understand how you can be worth $50K more than me, I do all your work – and deserve more money” – Bosses just love to hear they are overpaid, don’t do anything, and you can do their job – NOT!

6. “I saved the company $1 million in reducing recruiting fees, by implementing a social media strategy successfully, I should at least get a fraction of those savings” – Why, yes you should – if you were in sales, but you’re in HR, and this was part of your job description. Sorry for the wake-up call – all employees aren’t treated equally – put on a helmet.

7. “I know times are tough, so I was thinking instead of more money you could give me an extra week’s vacation or pay for my health insurance or something else like that.” – Okay, Einstein, stop thinking – it’s all money. Vacation, health insurance, paid parking, lunch money – it all hits the bottom line on the income statement. You just showed how expendable you really are.

I’ve learned over the years, through trial and error (okay, mostly error) that many, if not all, of the above statements just don’t seem to have the impact that I was hoping for with my supervisor.  I have seen peers, who performed well, were loyal, dedicated to doing their best for themselves, their co-workers, and the company, and got the raise they wanted by just being patient.

Supervisors are as uncomfortable as you are to have the compensation conversation. If you are as good as you profess to be, then they do want to give you more, but probably can’t due to budget, market, others performing even better than you, etc. It may be the hardest thing to do, but being patient usually works out the best of all!

2 Steps to Climb the Corporate Ladder

When it comes to advancing in your career, it’s not just about chasing promotions. Let’s say you have been at X company for 5 years and you’re hungry for more. We’ve all been there, right? Here’s what I would say:

Step 1: Put together a self-improvement plan with goals and a timeline. Show you’re working on your weak spots (let’s call them “opportunity” areas for the GenXers).

Step 2: Let your boss know about your plan, and here’s the kicker – ask for their help in pulling it off. Be specific about what they can do to help you reach your goals.

We discussed some ideas based on his “opportunity” areas.

Bosses love promoting folks they’ve mentored. It strokes their ego and scores them points in the organization for developing talent. Hiring doesn’t get them as much credit as promoting does – it’s basic Organizational Behavior 101.

It doesn’t have to be fancy. Bosses like promoting those who show they’re into their job and the company. Taking charge of your development plan and asking for help doubles your shot at getting promoted.

There are a lot of moving factors in this, but if you are working for someone who is respected in the organization, and you have an above-average performance compared to others in your work group, this will almost always play out well for you.

Trying to climb that career ladder? Just follow these two simple steps.

Reject Like a Pro

Getting turned down for a job sucks, but how you handle it can impact how people see your company. A while ago, I applied for an executive gig, and 18 months later (emphasis on this), I got a snail mail rejection letter. No communication for 18 months – then a rejection. Now that’s a solid candidate experience, right!?

That experience got me thinking about the dos and don’ts of rejection letters. Here’s the lowdown:

Dos:

  1. Send signed letters to folks you talked to personally – phone calls, meetings, or internal referrals. And don’t wait 18 months.
  2. Write rejection letters that match your company vibe.
  3. If someone’s a definite no, shoot them the rejection letter. For maybes, keep them in the loop.
  4. Use the ATS for mass rejection emails when there’s been zero personal contact.

Don’ts:

  1. Don’t send a letter to everyone who applies. When someone applies, include a message in your recruitment process, letting them know that only those selected for interviews are considered part of the process. This means we’ll communicate directly with those individuals. Others, thanks for applying – please consider other positions that match your experience and background.
  2. Avoid saying someone else was more qualified – you can’t know for sure. Focus on the one who fits your current needs.
  3. Ditch the promise of keeping resumes for the future. Be straight – if they want another shot, tell them to reapply and maybe network a bit.

In the end, rejection letters should leave people thinking, “Okay, I applied once, and I’d do it again. Maybe even support or buy from this company.” It’s not easy, but doable.

For real feedback on your rejection game, give a few rejected candidates a call. They’re usually cool with sharing their thoughts on the process.

Consistency Matters More Than You Think


Ever wonder what your workplace really wants from you? I’ve spoken to this before.. It’s not about being a superstar, an A-lister, full of energy, or cracking the Top 10%.

The real deal is being consistent—not shining all the time or totally sucking. Just meet expectations. Every day, every week, every year. Dependable and consistent.

But let’s be real, we don’t appreciate consistency enough. We feel the need to be more than just consistent, like it’s some kind of new low.

We’re all about being ‘world-class,’ creating ‘best practices,’ and leading the industry. Sounds cool, but it makes being consistent seem like a bad thing. Truth is, if everyone in our crew kept it consistent, we’d crush the competition.

So, why aren’t we owning the game? Because being consistent is tough. That’s why we chase after rock stars. We need them to make up for the not-so-great ones. Getting everyone to meet expectations is like herding cats.

Next time you’re with an employee who’s just ‘meeting expectations,’ give them a pat on the back. Thank them for doing their thing every day. Imagine if everyone else followed suit—boom, greatness!

You don’t need over-the-top performance to win. Just get everyone to do what they’re supposed to do. Consistency—let’s slap that on a poster and call it a day: “Just do what you’re supposed to do!”

I Love a Rivalry!

I’m all about it – winning, competing, the buzz, and yeah, even losing. Losing keeps you caring about winning.

Not everyone sees it like that, though. Some think we should all just get along and that having rivals is old news.

But here’s my take – real competition with rivals pushes us to be better than we thought we could be. Without that push, we’d never hit our top performance.

The snag with rivals at work is it can get ugly real quick if it’s not handled right. That’s why some folks say we don’t need rivals in society.

A badly managed rivalry, especially at work, can wreck the vibe faster than anything else. It turns into a “me against them” deal, even when ‘them’ is just another part of ‘us’!

But, if done right, rivalries can light a fire under leaders and teams, taking them to some crazy high performance levels. External rivals, like competitors, bring that extra kick. Those are the rivalries we love – kicking the competition’s butt!

Internal rivals can be just as motivating, maybe even more because it’s real. Your rival is someone you know, or at least more than your competition.

This relationship with an internal rival is where the energy comes from, both good and bad. We hope these internal rivalries drive both sides to greatness, but it doesn’t always pan out that way.

Usually, internal rivals end up trying to outdo each other, when what we really want is both sides reaching greatness and cheering each other on. I used to think it wasn’t doable when I was a young leader.

One side wins, one side loses. That’s a rivalry.

But over time, I’ve seen that the best leaders figure out ways for healthy rivalries, getting everyone to back each other up and celebrate together. It’s about plenty – there’s enough success for all of us. As you succeed, and your co-workers succeed, that success lifts us all.

I first saw this in college sports. A coach taught us to push each other as rivals in practice when it helps us be our best. But when it’s game time, we stick together to reach our goal of winning. It’s about the team.

So, leaders, when you’re setting up internal rivalries, keep in mind that concept of plenty and togetherness. It’s about me, until it’s about we. The leader’s got to show us where that line is.

Is it time to go with the flow?

Whenever HR folks hang out, they often think they’re the rebels in the room. But truth be told, when you look at what they say and do, we’re all not much different from everyone else. This isn’t just an HR thing; it’s all over our workplaces. It’s like we’re stuck in this ‘Group-think’ mode.

Back in the 1950s, Solomon Asch did a study where students had to solve simple problems, like figuring out if two lines were the same length. Some students purposefully gave wrong answers, and guess what? Three-quarters of the others went along with the wrong answers at least once. It’s a reminder that as humans we tend to follow the herd, even when it’s clear they’re off track.

In the corporate world, the contrarian label often gets slapped on the CEO or someone on the fast track to getting the boot. Despite what top executives say about valuing contrarian ideas, the truth is, going against the grain isn’t well-received in companies. So, it’s kind of amusing when HR pros claim they’re the rebels in their organizations. No you’re not. Plus, do you really want to be?

Let’s cut to the chase – HR doesn’t have to be the rebel; shouldn’t they just go with the flow? HR needs someone who totally drinks the Kool-Aid and fully supports the mission. It might sound rebellious in its own way, especially if the boss is a visionary leader, but that’s what organizations need from HR.

HR needs to toe the line. Conform to the vision, conform to the mission, and lead by sticking to the organizational goals. By embracing this kind of conformity, HR can actually make a real difference in the success of the company.