Category Archives: HR Department of One

6 Things That Make Great HR Pros Great!

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The one great thing I love about going to HR and Talent conferences is that you always get reminded about what really good HR should look like.  It doesn’t mean that your shop will be there, but it gives you something to shoot for.  I’ll admit, sometimes it can be frustrating listening to some HR Pro from a great brand tell you how they ‘built’ their great employment brand through all their hard work and brilliant ideas.  All the while, not mentioning anything about “oh, yeah, and we already had this great brand that marketing spends $100 million a year to keep us great!”

Regardless, seeing great HR always reminds me that great HR is obtainable for everyone. Great HR has nothing to do with size or resources. It has a lot to do with an HR team, even a team of one, deciding little by little we’re going to make this great!

I think there are six things you need to know to make your HR department great:

1. Know how to ‘sell’ your HR vision to the organization and your executives.  The best HR Pros I know are great storytellers and in turn great at selling their visions.  If you don’t have a clear vision of what you want your HR shop to look like, how do you expect others to get on board and help you get there?  Sit down, away from work, and write out exactly what you want your HR shop to look like.  Write it long-hand. Write in bullet points. Just start.  It will come.

2. Buy two pairs of shoes: one of your employees and one of your hiring managers. Try them on constantly.  These are your customers, your clients.  You need to feel their joys and pains, and truly live them.  Knowing their struggles will make you design better HR programs to support them.  Support them, not you.

3. Working hard is number 1.  Working smart is number 1A.  Technology can do every single transaction in HR.  Don’t allow tasks and administrative things to be why you can’t do great HR.  Get technology to do all of this busy work so you can focus on real HR deliverables.

4. Break something in your organization that everyone hates and replace it with something everyone loves.  This is usually a process of something you’ve always done, and people are telling you it still has to be done that way. Until it doesn’t, and you break it.  By the way, this doesn’t have to be something in HR.  Our leaders and our employees have so many things that frustrate them in our environments.  Just find one and get rid of it.

5. Sometimes the path of least resistance is the best solution. HR people love to fight battles for the simple act of fighting the battle. “NO! It has to be done this way!” “We will NOT allow any workarounds!”   Great HR finds the path of least resistance.  The path of greatest adoption.  The path which makes our people feel the most comfortable, even if it isn’t the path we really, really want to take.

6. Stop being an asshole. You’re in HR, you’re not a Nazi.  Just be nice.  We’re supposed to be the one group in our organization that understands.  Understands people are going to have bad days and probably say things they don’t mean.  Understands that we all will have pressures, some greater than others, but all pressure nonetheless. Understands that work is about 25% of our life, and many times that other 75% creates complete havoc in our world!

Great HR has nothing to do with HR.  Great HR has a lot to do with being a great leader, even when that might not be your position in the organization.

Creating friendships at work during a pandemic is really hard!

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We’ve been told for years now, based on the Gallup research, that having a best friend at work is one of those anchors that will lengthen a person’s tenure with an organization. New research is proving this might not be as easy it sounds! Business Insider:

A Study by Plos One asked students to rate their friendships and also rate whether or not the ‘friend’ would reciprocate by telling researchers they also believed they were friends. Here the results:

In 94% of these perceived friendships, students expected them to be reciprocal. So if John rated Jack as his friend, he expected Jack to rate him as a friend also. But this was so in only 53% of cases; less than half of the students had their friendship beliefs about others reciprocated.

Ouch! Almost half of your friends, do think of you as a friend!

The researchers point to the social network-style of so many friendships today of why people have this wrong perception. People are now building so many friendships with individuals they rarely see or interact with but feel like they have a strong friendship with.

So, what should you be doing as an HR Pro to take advantage of the Friend Anchor?

1. Help provide real-life interactions with your employees to build ‘real’ friendships, not just social network friendships.

2. Give employees the opportunity to work with employees of their choosing on projects. Give an employee a project and let them pick their team to work on it.

3. Don’t ignore those employees who don’t interact with anyone. This is usually the first red flag you’ll get that a person is unhappy at work and more likely to turnover.

I know you didn’t get into HR to play a friendship matchmaker! But, if you value retention and want to lower turnover, being a great matchmaker might be the best tool you have in the HR toolbox!

To increase the difficulty of the position of being a matchmaker, what will you do for a remote workforce to increase friendships? The truth of the matter is it easier to create friendships in person, face to face, then it is when everyone is remote. The process of workplace friendship building has to be purposeful, and again this will mostly fall on HR pros to lead.

Also, remember, you can pick your friends and you can pick your nose, but you can’t pick your friend’s nose. Unless they’re a really, really, really good friend, but even then, that’s creepy, don’t do that.

Female Mechanic, Amateur Porn, and Lawful Termination #TheProjectTakeover

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I’m on vacation this week so my friends are taking over the Project! Enjoy their content, connect with them, and share the content with new people! Some amazing voices coming to you this week! 

Enjoy this post by Greg Modd!

Instagram, Twitter, and Facebook are entertaining but there is an adult side to social media platforms. One is called OnlyFans that HR professionals need to be aware of that is in the market. Kirsten Vaughn, 24, created an account to pad her bank account while working as a mechanic at Don Ayres Honda dealership in Fort Wayne, Indiana. She had the potential to be the first woman master technician at the dealership. However, Kirsten’s colleagues discovered her OnlyFans account and she claims that was when the sexual harassment began. A month after she created the account, she was terminated from her mechanic position for violating company policy.

Management met with Vaughn prior to her termination and in a recorded conversation the dealership’s HR leader Jason Johnston said “If there were coworkers over there who had access to your page, that might encourage them to approach you with unwanted sexual conduct or comments,” wow… suppose this could be interpreted as a blame the victim defense.

How should HR professionals handle these situations? The Association of Workplace Investigators have guiding principles to assist investigators to enhance the quality of workplace investigations:

  1. The decision to Conduct an Investigation
  2. Choice of Investigator
  3. Scope of Investigation
  4. Investigation Planning
  5. Communicating with Employer Representatives and Witnesses
  6. Confidentiality and Privacy
  7. Evidence Gathering and Retention
  8. Witness Interviews
  9. Documenting the Investigation
  10. Investigation Findings
  11. Reports

Wow, that’s a long and complicated list of guiding principles. What do they mean “decision to conduct an investigation” can an HR department ignore sexual harassment complaints? No, as employers are legally mandated to investigate harassment, retaliation, discrimination, and certain other types of complaints. Common mistakes made by HR departments in employee relations investigations are failing to plan, ignoring complaints, delaying an investigation, and losing objectivity. Bias is real folks…

Employee relations are complex and workplace investigations are an important piece to the puzzle. Business is about relationships. More importantly positive relationships. For HR professionals to be successful in the workplace they must be trusted advisors to both the business managers and employees. This is a challenging position to be in for most HR pros and one that sometimes can appear to be in conflict.

The bottom line, the sights and sounds human resources professionals are exposed to can be some of the strangest human interactions. Some HR pros aren’t equipped to manage the employee relations complications that come, and it can be an expensive lesson for the employer. My dear friend calls it a lesson in litigation. We can do better and be better if we simply leverage our network’s knowledge to help in these challenging situations. You don’t have to do this alone as we are truly better together.

Bio – Greg Modd is the Principal Consultant at PPC, DisruptHR speaker, and a United StatesAir Force veteran who served two tours in Iraq and one tour in Afghanistan. PPC aims to mitigate risk for small business owners through outsourced workplace investigations.

 

 

3 Ways You Can Extend the Work Lifecycle of Older Employees

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One of the biggest biases we have as leaders is ageism. If you’re 35 years old and running a department and you are looking to fill a position on your team that will be your righthand person, the last thing you’re looking for is a 55-year-old to fill that spot! That’s just me being real for a second.

You and I both know that 35-year-old hiring manager is looking for a 25 – 28 year old to fill that spot

That’s mainly because at 35 you’re still basically stupid. I was. You were. We think 35ish is the pinnacle of all knowledge, but it’s really when we just start learning for real.

So, we have this core issue to deal with in workplaces right now. Our leaders are mostly Millennial and GenX, and Millennials are increasing into these roles at a rapid rate. Because of the Boomers leaving in large amounts, there aren’t enough talented young workers to replace the knowledge gap that is being left. So, we are left grappling with what we think we want (youth) with what really needs (experience!).

A recent study at the University of Minnesota found that employers need to add programs to focus on older workers:

The study argued that programs aimed at training workers won’t be enough to satisfy the state’s need for workers between 2020 and 2030. New policy directives and incentives may be needed, including offering pathways for baby boomers to delay retirement, drawing in workers from other states and supporting immigration from other countries

“There’s all this focus on workforce development, but none of it is guided to older workers,” said Mary Jo Schifsky, whose business, GenSync, advocates for meaningful career pathways for older adults and who helped initiate the study for the Board on Aging with the U’s Humphrey School of Public Affairs. “We need career pathways for older workers just as much as we do for younger workers.”
 
In the U survey, managers ranked baby boomers high on loyalty, professionalism, engagement, and their commitment to producing quality work.
Employers need to find ways to extend the Work-Life Cycle of the older employees that work for them until the workforce, technology, and retraining programs can catch up to fill the void. Most employers are only focused on programs that are looking at younger workers.
So, what can you do as an employer to extend the life cycle of your older employees?
1.  Have real conversations with older employees about what they want. Most employers shy away from having the ‘retirement’ conversation with older employees because they think it’s embarrassing or illegal. It’s not. It’s a major reality of workforce planning. “Hey, Mary, Happy 55th Birthday, let’s talk about your future!” Oh, you want to work 18 more years! Nice! Let’s talk about a career path!
I can’t tell you how often I’ve heard a hiring manager say, “I don’t want to hire him because he’s 59 and is going to hire soon.” Well, I spoke to him and he wants to work until he’s 70 (11 years) and our average employee tenure is 4.7 years. I think we’re good!
2. Stop, Stop, Stop, believing that all you can do is hire full and part-time FTEs into roles. If Mary, my 63-year-old financial analyst wants to give me five more years of work, but only wants to work three days per week, in role ‘traditionally’ we’ve only had a full-timer, I’m taking Mary for three days! HR owes it to our organizations and hiring manager to push them out of the box when it comes to schedules and how we have always filled positions. 3 days of Mary is probably worth 3 weeks of an entry-level analyst in the same role!
We do this to ourselves. I hear it constantly from hiring managers, “HR won’t allow me to do that.” Why? Have you asked? No, but HR doesn’t allow us to do anything. We need to come to our hiring managers with solutions and let them see we are open to doing whatever it takes to help the organization meet its people’s needs.
3. Develop programs and benefits specifically designed to retain older employees. I work with a plant manager who developed an entire engineering internship program around having his retired engineers come back and work three days a week with interns and paid them ‘on-call’ wages for the days they weren’t there, so interns could call them with questions at any time. These retired engineers loved it! They could come to do some real work, help out, and still have a great balance.
It went so well, he kept some on all year, on-call, and partnered them with younger engineers who needed the same support and assistance from time to time. The on-call rate was pretty inexpensive, the support and knowledge they got in return, was invaluable.
It all comes down to flexibility on our part as employers to extend the life cycle of our older employees. We no longer have this choice where we can just throw our older employees away and think we can easily replace them. We can’t! There physically isn’t anyone there!
This is about using each other’s strengths. Younger leaders will be stretched and we need to help them stretch. We need to help older employees understand their roles. In the end, we need to find a way where we can all see each other for the strengths we bring to the table, not the opportunities.
It’s our job as HR professionals to work on how we can extend the life cycle of each of our employees.

Someone is Banking on You Being Lazy!

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I work in an industry where I’ve been told for a decade technology is going to take my job. The staffing industry is half a trillion-dollar industry worldwide. The entire industry is built on us banking on the fact that someone in corporate TA is going to be lazy.

Ouch! That should sting a little!

So, I don’t really bank on you being lazy at my company. We do contract work so we are looking to fill contingent roles, not direct hire staffing, which is an industry almost completely built on lazy! For my staffing brothers and sisters out there, I hear you, I know you’re ‘just’ filling in when ‘capacity’ is an issue. (wink, head nod, wink)

There are other industries that bank you us being lazy. The entire diet industry! You’ve got overpriced awful foods, bars, shakes, workout gyms, at home gyms, etc. Because we won’t eat less and move more, because we are “lazy”, we pay a lot for that! Believe me, I pay my fair share! Just because I’m too lazy! Ugh, it’s embarrassing!

Direct hire staffing as an industry could be gone tomorrow if corporate TA just did what they were hired to do. You have an opening, you fill the opening. We aren’t trying to put a woman on the moon! This isn’t rocket science!

But, we don’t fill the opening. In fact, we do just about everything except filling the opening. We post the opening. We meet about the opening. We send whoever applies to the manager of the opening. We meet some more about candidate experience. We have another meeting about employment branding. One more meeting with the manager to see if anything has changed.

That doesn’t sound lazy, does it?

But, deflection of more difficult work is just another form of laziness.

My kid doesn’t want to go out in 90-degree heat and mow the lawn. It’s a hard, hot job. So, they come up with ‘alternative’ work that they have to do that just happens to be inside in the air conditioning.

As TA Leaders, we have to understand how are others are banking on us being lazy, and then make adjustments to stop lazy. So, how do you do that?

Well, I wrote an entire book on the subject – The Talent Fix – you can buy it here – but until you can get it, here are some tips:

  1. Have clearly defined measurable activity goals set for each member of your TA team.
  2. Make those measures transparent so everyone can see them every day.
  3. Have performance conversations immediately when measures aren’t met.
  4. Course correct as measures need to be adjusted to meet the needs of the business.
  5. Rinse, repeat.

1 -5 above is like page 37 of the book. So, you can imagine what the rest of the 200+ pages will be like! 😉

If you follow the five steps above about half of your team will quit in 90 days. That’s a good thing, those idiots didn’t want to recruit, to begin with, they just wanted that fat corporate check and Taco Tuesdays. They were being lazy and it was costing your corporate bottom line.

The talent acquisition function is not a charity case. I think in the history of HR we’ve done some corporate charity where we let people keep collecting money even though they were costing us money. They weren’t giving back the value we needed for what we were paying. Great leaders stop this from happening.

Great leaders understand that there are people in the world that are banking on us being lazy.

The Weekly Dose: @VaultPlatform – Workplace Misconduct Reporting Tech

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Today on the Weekly Dose I take a look at a timely technology in a world of #MeToo #BLM #Covid-19! Vault Platform helps organizations resolve workplace misconduct including that related to Me Too, Black Lives Matter, COVID-19, and all other workplace issues with a safe speak-up app for reporting incidents.

Let’s be clear to start, this isn’t your parent’s workplace 1-800 hotline, where you called some third-party company that would listen to your story, filter it, and then pass it along to HR, who then call you in. Vault is a technology, mobile-first, platform that allows employees to report any type of workplace harassment, fraud, corruption, racism, etc., and document their experience. Then, when they feel the time is right, they can actually send this forward to be responded to.

Each time an employee reports it is dated and time-stamped and the employee has access to their actual record the entire time. Once an employee decides to move forward it gets sent to the appropriate parties within the organization to resolve the issue.

What I like about Vault:

– “Go Together” – when talking about things like sexual harassment and racism, many times an employee does not feel comfortable reporting on their own, but they also don’t trust others when they say they’ll also report. Vault’s “Go Together” allows an employee to report, but only move it forward once another employee reports the same or similar behavior, so they are not making these accusations on their own. It’s really a brilliant idea!

– Vault dashboard works as a case management dashboard so HR, legal, D&I, etc. can check and track that reports are being resolved and how they are being resolved. It allows executives to instant insight access to the real problems that are going on in their organization, unfiltered, right from their employees.

– It allows employees to communicate in a way that is most comfortable to them, mobile messaging, not a phone call talking to a stranger.

– Employees can record for as long as they want without reporting and always have access to their own words, an organization can not delete or edit the employee’s own records. Many times something happens to an employee but they aren’t sure if it’s actually harassment, but as they see a pattern of behavior begin to happen, it becomes clear. Keeping these records makes it easy for the employee to give proof of how long and how much this is happening.

Right now every single organization on the planet is concerned with the experiences their employees are having. Me Too, BLM, COVID, etc. have shown us that our employees are having very drastic differences in their experiences, and we need to give our employees access and the ability to share these with us quickly and easily if we want to truly make changes and improve their experiences.

I first saw Vault at the HR Technology Conference right after Me Too and I liked it. With the additional social and health issues today, it’s even a more relevant technology. Vault Platform happens to be the perfect workplace technology at the perfect time. I highly recommend you take a look and a demo.

You’re not fired, you’re uninvited!

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I’m not terminating anyone ever again.

I can’t terminate anyone, because I don’t hire anyone.  I do invite people to join me.  Join me on this journey, on this path. It’s going to be a great trip.  I invite them to be a part of my family.  Not my ‘work’ family, but my actual family.  I spend more time with my co-workers than I do with my wife and children (in terms of waking hours).  So, when I invite someone to join us, it is not something I take lightly.

That’s why, from now on, I’m not terminating anyone.  From now on, I’m just uninviting them to continue being a part of what we have going on.  Just like a party.  You were invited to attend, but you end up drinking too much and making a fool out of yourself, so now you’re uninvited. You can’t attend the next party.  I don’t know about you, but when I throw a party, I never (and I mean never) invite someone I can’t stand.  Sometimes a couple has issues with this, where one spouse wants to invite his or her friend, but their spouse is a complete tool and it causes issues.

Not in my family, we only invite those people we want to be around, life is too short.

Here’s the deal.  When you invited someone into your family, you usually end up falling in love with them.  It’s that way in business. It’s the main reason we have such a hard time firing on bad performers.  We fall in love with those people we hire.  “Oh, Mary, she’s such a nice person!”  But, Mary, can’t tie her shoes and chew gum at the same time.  So, we give Mary chances, too many chances, and pretty soon Mary is part of the family.  It’s really hard terminating part of the family.

I would rather just not invite Mary to attend work any longer.  “Hey, Mary, we love you, but look, we aren’t going to invite you to work.  We’ll still see you at 5 pm over at the bar for drinks.”  Sounds so much easier, right!?  It happens all the time.  I use to get invited to stuff, but somewhere down the road, the group stopped inviting me.  I might have been a little upset over it, but it didn’t last and I’m still friends with everyone.  Termination is so permanent, it’s like death.

Being uninvited sends the same message, but there’s a part of being uninvited that says “you know what, maybe it was you, maybe it was us, but let’s just face it, together it doesn’t work.”

You’re Uninvited.

5 Traits That Make Your HR Business Partner Great!

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I use to think the title ‘HR Partner’ was played out and it probably was for a time.  There was a point a few years ago when every HR Pro had to change their title from HR Manager, HR Director, etc., to HR Partner.  It always made me feel like we were all apart of a bad cowboy movie, ‘Giddy up, Partner!’

I’ve actually grown to really like the “Partner” in the title of an HR Professional.  While many HR Pros just changed their title, I’ve met some great ‘Partners’ in HR who have changed their game, to match their title change.

What makes a Great HR Partner Great?  Here are 5 things I think makes them game-changers:

1. Great HR Partners know your business.  Now, wait.  I didn’t say they ‘knew their own business’, they know the business of who they support. But wait, there’s more!  They know the business of who they support, the way the person or team they support knows it. Say what?!  It’s not good enough to know the business of your organization.  You have to know how those you support know and support the business.

That could be different, based on the leader.  One leader might be ultra-conservative in their business practices, another risky. A great HR Partner knows how to support them in the way those they support, want to be supported – while still being able to do the HR part of their job.

2.  Great HR Partners have a short-term memory. Great baseball pitchers don’t remember one pitch to the next.  Each pitch is new. Each pitch has the potential for success.  If they remembered each pitch, the last one, that was hit for a home run, would cloud their judgment about the next pitch.

Great HR Partners are willing to change their mind and try new things.  They don’t carry around their experiences like a suitcase, pulling them out and throwing them on the table each time those they support want to try something new.  Don’t forget about your failures, but also don’t let your failures stop you from trying again.

3. Great HR Partners allow risk.  A great HR Partner is able and willing to accept that organizations have risk.  It is not the job of HR to eliminate risk, it is the job of HR to advise of risk, then find ways to help those they support, their partners, to achieve the optimal results in spite of those risks.  Far too many HR Partners attempt to eliminate risk and become the ‘No’ police.  Great HR Partners know when to say “No” and when to say “Yes”.

4. Great HR Partners don’t pass blame.  If you are a great HR partner and you work with great partners, you will all support each other in the decision making process.  A great HR Partner will never pass blame but will accept their share as being one of those who supported the decision to move forward.

This doesn’t mean you become a doormat.  Behind closed doors, with your partners, you hash out what there is to hash out.  When the doors open – all partners support the final decision that is made.  A Great HR Partner will have the influence to ensure they can, and will, support that decision when those doors open up.

5. Great HR Partners don’t wait to be asked.  A great partner in any capacity is going to support those they support with every skill they have available to them.  In HR we have people skills – so when those who we support have issues, we offer up our ideas on what we can do to help the team.  Great HR Partners don’t stop at HR advice!  In a time of brainstorming and problem solving the idea that goes unshared, is the worst kind of idea.

I might not know operations, and I will say that up front, but I’m going to put myself out there and tell my partners that eliminating the rubber grommets on the bottom of the widget is a bad idea because while it saves us $.13 per unit, it also makes our product slide around and that ultimately will piss off the customer.

Being an ‘HR Partner’ has very little to do with HR.  Those you support expect you have the HR expertise. What they don’t expect is how great of a ‘partner’ you can be.  Great HR Partners focus on the partnership, not on the HR.

The Fight Club Recruiting Rules!

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Great talent and great hiring are about getting the best candidates to respond to your messaging. It’s our reality as talent acquisition professionals that we have candidates who apply to our jobs, some of whom might be great. We also have to go out and find great talent and find ways to get them to respond to our overtures.

It’s the number one job of every talent acquisition professional. I would argue it might be the only job of talent acquisition. Get great talent to interact with you!

The first rule of Fight Recruiting Club is you need to get candidates to respond!

The second rule of Recruiting Club is you need to keep trying to get talent to respond to you until they actually respond. Wait a second, Tim! You mean we have to reach out to a candidate more than once!? I mean, if they don’t respond to me after my first outreach, that’s their loss! No, it’s your loss! You need that talent!

The third rule of Recruiting Club is you need to interact with candidates in themedium they are most comfortable with. I like it when you text me, most people do. It gets a high response rate. Some folks like email, phone calls, Facebook messenger, handwritten notes, etc. Find all the mediums the candidate likes, not your favorite!

The fourth rule of Recruiting Club is it’s not about you. It’s about them! “I’ve got a great career opportunity for you!” How do you know what I want? Stop assuming you know what I want when you don’t. How about you first to get to know me a little. I mean, you don’t ask someone to marry you on the first date!

The fifth rule of Recruiting Club is….(there are ten in total, click through to the rest of my post over on Saba’s Blog)

#CoronaDiaries – The Travesty of Hero Pay!

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I’m back in the office and I’m feisty as ever about all this “Hero” pay going on across the world! I love Heros, I mean who doesn’t love Heros, but…

Can I be real a second?
For just a millisecond?
Let down my guard and tell the people how I feel a second?

Also, beyond excited that Disney+ is releasing the Original cast of Hamilton on July 3rd! In the comments give me your over/under number of the amount of times I’ll watch Hamilton on Disney+? (I’ll tell you what my wife’s number on me was after a bit!)