How Obamacare Can Help Your New Hire Retention

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You know what’s really cool?  When major change happens to an industry, entrepreneurial people find a way to make money off that change!  I love America!

Obamacare, The Affordable Care Act, is having major changes to the healthcare industry and some forward thinkers are taking advantage.  One company in particular is a startup out of New York, NY called Health Recovery Solutions.  Here’s what Forbes had to say about what they are doing:

“For too many patients, hospitals have a revolving door: They leave, get sick again, and are quickly readmitted.

The Affordable Care Act aims to curb preventable return visits with heavy financial penalties: If 25% or more of the Medicare patients a hospital treats for pneumonia, heart failure or a heart attack are readmitted within 30 days of discharge, the hospital gets whacked with a 1% reduction in its Medicare reimbursements for every single patient it treats.

The penalties kicked in late last year, and those little 1% slices add up fast. “If a hospital gets $300 million a year in Medicare payments, that’s $3 million,” says Sandeep Pulim, a co-founder and chief medical officer of Health Recovery Solutions, a startup that aims to help hospitals cut their readmissions.”

How do they do it?  They give each patient a tablet with a recovery plan, videos, instructions, etc. when they leave the hospital.  Teach them how to use it and follow up with communications to ensure the patients is using and following the plan.  Let’s say this helps stop 50% of readmissions – that saves the hospital $1.5M in penalties – lets say the service and equipment cost $750K – the organization still saved $750K by using their service. Pretty good ROI!

How does this help your New Hire Retention?

You could use the same methodology with your new hires!  Let’s say your cost of hire is $5,000 per hire (which is very low for almost any kind of hire!), and you’re turning over 25% of your new hires.  This is costing your company thousands of dollars each year.  A tablet is $500 – you load it with content that helps a new hire not only adjust to your culture, but to their job – build a communication and followup plan – engage the hiring managers – reduce your new hire turnover by 50%.  You will save thousands of dollars.  Bam – there’s your business case ROI to buy tablets and build content to your executive team.

Another company has already shown you the road map – you just need to make some adjustments and build content – it takes time, but it isn’t too hard for HR to do.  It’s funny how having to carry around a tablet, as a new hire, will change your culture. People will see them and think ‘hey, that’s a new hire – I should say something. I should do something to help them” – signs and symbols are powerful that way.  Having to log into each day and see what the plan is for them each day, helps new hires focus on where they are going with the company – where they need to be at.  The power of direction and goals, helps add comfort to the uncomfortable nature of starting a new position, in a new company.  Having a built in communication tool between you, the hiring manager and the new hire will definitely let you know sooner when something isn’t right and let you address it.

Innovation happens best when major change is about to hit.  If you look close – Obamacare will give us some great ideas in HR!

 

 

Are You Getting Knocked Up or What?

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I have to stand up and applaud Sheryl Sandberg today.  Not for leaning in.  For finally saying what every HR and Operations person in history has always thought, but every lawyer who works for our organizations would never allow us to do.  Ask a simple question that has huge aspects to how we run our businesses.  “So, what’s the deal?  You knocked up or what? What’s the plan?”  It’s not discriminatory. It’s not biased.  It’s a reality of our workforce.  Women get pregnant and have to take time away to have the child.  Organizations need to plan effectively for this.  To do that the leadership team needs some time to plan.  Seems like a very simple concept to grasp. Yet, most in HR, to this day, advise their leadership teams to never have this conversation with a female employee.

From the Wall Street Journal – Sheryl Sandberg: It’s OK to talk about babies:

“People genuinely want to handle gender issues in the workplace well, but it’s a topic that makes everyone uncomfortable,” says Sandberg. “No one wants to be insensitive, so often they say nothing at all.” One male manager told Sandberg he would rather talk about his sex life in public than take up gender issues with his staff.

Many managers, especially men, may shy away from such discussions because they fear saying anything inappropriate, or worse, illegal. For lots of managers, even mentioning pregnancy and child-rearing is off limits. “The easy and often reflexive recommendation from counsel is often to stay away from any conversation or discussion,” say Joseph Yaffe and Karen Corman, employment lawyers at Skadden, Arps, Slate, Meagher & Flom.

That’s a “very bad interpretation” of gender discrimination laws, Sandberg says. While rules to protect against gender discrimination are necessary, she says they shouldn’t be used to stifle important workplace conversations. “The path of not talking about it is not working,” she says.

So, should you do a 180 and now tell all of your leaders to start asking their female workforce if they’re actively engaged in trying to make babies? No, slow down cowboy!  Here’s some talking points to help move your organization towards having business necessity conversations about potential work disruptions due to pregnancy:

1. Let it be known publicly within your organization how you want to work and communicate with expectant ‘parents’ – both parents need to know, since many families are now deciding to use FMLA time to help care for their spouse/partner and baby.  This just isn’t a Mom issue any more.  Communicate that you expect that parents will miss time for the birth or adoption of a child.  The intent of communicating open and honestly with leadership to help plan your absence so there is as little disruption as possible to organization and for the individual employee.

2. Coach your leaders to never imply or pry about an individuals desires for family.  If your culture is open, your employees will come to your leaders when the time is right.  Be very clear with your leaders – an employees pregnancy is something very personal – some will want to celebrate, some will want to keep if very quiet – don’t treat everyone the same.  Always be supportive of how you as a leader and organization will continue to support them in their career development – in what ever way they decide they want this to go.

3. Acknowledge the realities of what is ahead.  I love having a sit down with HR, the group leader and the employee to have one big open discussion, having everyone on the same page in developing the transition plan.  This includes scheduling a return, which will have some flexibility to it.  The worst thing you can do to a new Mom is to have her go from maternity leave to full work week right away!  Start with partial week or days during the first week.  Talk with the leader about allowing for some additional flexibility during those first days. Be empathetic.  If you feel someone is taking advantage of your flexible policy – address that individually – don’t manage the entire organization like everyone will take advantage – most will not.

I go into each expectant mother conversation planning and expecting 100% will return to work. Period.  I know the reality is, 100% will not return.  I never ask, “So, are you coming back?”  The reality is most will never know until that baby is in their arms.  Those who know for sure, will tell you.  Either way, I don’t need to ask that question, my plan stays the same – how do we support the employee and support the organization will as little disruption to both as possible.

The worst thing we can do as leaders and HR Pros is act like everything is the same and not talk about it.  It’s not.  There will be change and great organizations plan for change, and make the best of the situation at hand.

Want Higher Employee Engagement? Integrate a Cat Charity

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Have you ever tried to get your employees to join a Habitat for Humanity project, or go down to the local homeless shelter to volunteer?  It seems like an easy endeavor, I which of your employees don’t want to help out the less fortunate?  Apparently, most of them!  From Georgetown University’s Center for Social Impact:

“…the study underscored this new dynamic: You are twice as likely to see a message from one of your social network contacts promoting an animal charity as you are a human rights campaign. And causes dedicated to the disabled or homeless are even less popular, the study found.”

It sounds unbelievable right?  I mean, we all hire great, caring people – we are great, caring people, so why is it we would rather support a charity to help animals, than our own brothers and sisters who are living on the street? I call it the face test.  It’s easier for us to look into the eyes of a dog and cat and feel empathy.  It’s difficult to look into the eyes of a homeless man or woman – it makes us uncomfortable.  It’s similar to when people have a hard time talking about death – it becomes a little to real for them.  You having to engage a homeless person puts into real terms what life potentially has to offer – to you.  It makes you very uncomfortable.  So we combat that by making ourselves feel good – by donating money to animals.  We can rationalize that to ourselves – these beings can’t take care of themselves – so I will help them.

How does this help your Employee Engagement?

Pretty simple – don’t fight psychology – you’ll lose.  I’m not saying don’t support homeless charities – please do!  What I am saying is that your employees will rally around and be more engaged to help homeless pigmy goats, or barn cats in need of food.  It’s sad, but true.   People like to feel like they are making a difference, but most don’t want to get their hands dirty.  Local animal shelters needs funds. Great!  Our employees are the best, they’ll help!   And, they will.  That’s a good thing for your engagement.  Don’t focus on the negative, focus on what you can control in your world.  If you truly feel that bad about the concept, go out on your own and donate your time and resources to take care of actual humans.

Believe me, I’m guilty of this as well.  I support the crap of finding a cure for Leukemia. Truth be told, I’ve never met or known anyone with Leukemia – yet each year we do specific fundraising things just to help this cause.  I drive by a homeless guy almost every day on way to and from work – and I’ve never once offered to help him – not thrown him a couple bucks, dropped off food, nothing.  Psychology is a monster.  I vow to stop and offer some assistance the next time I see a homeless person.  I also vow to start an office program to help disabled kittens – it’s sure to get high participation!

 

 

Do you value new employees over old?

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Here’s a quick way to check!

When an old employee comes to you and says, “Hey, I really like working here but I’m hearing from folks that I can make like $10-15-20K more doing the same thing at the company across the street.”  And you go, “Well, you know, we love you and you’re doing great work, but we just can’t afford to pay you that much more. Sorry.  Let me see what I can do for you – I need to talk to HR.”

Your supervisor then goes to HR.  She tells HR what you said.  HR might actually know that your competition is indeed paying that much more – but the budgets are done – we didn’t figure in 20-20% pay increases.  Let’s first go back and try and give them $3,000, bringing their total to $75,000, and again tell the employee how valuable they are to us and how much we need them on ‘our’ team.  Sound like a plan?  Sound like you’ve had this conversation before? I have.

So, the supervisor does it – gives them employee $3,000 and waits and hopes the employee will take it and not actually go out and look.  Here’s the problem.  The $3,000 increase you just gave them – probably was the straw that actually broke the camels back!  Now, for sure they’ll look.

Let’s fast forward a month down the road.  Same employee comes into the supervisor’s office and turns in 2 week notice.  They got their offer for $20K more than you were originally paying them, they are now at $95K – they gave you a chance – you blew it.

Fast forward two months down the road.  You’ve posted the position, did interviews and now want to make an offer to the replacement.  The replacement wants $95K.  You go to the hiring manager and tell them the budget only has $75K in it.  The hiring manager comes back and says they have no choice, we have to pay $95K…

You value new employees over old employees.

 

Little Becomes Big

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I think most things don’t change or get done in our organizations because people look at what needs to be done and thinks – “Holy crap! That’s a big job”.  That’s such a big job and I don’t have the resources or the time or the energy to tackle that right now.  In HR this happens to us all the time.  I would rather just stick with what we have because the amount of work it would take to make a change just isn’t something we can do, right now. “Can’t do right now”, by the way, means “never” in most organizations.

I’m not a all-at-once guy.  Many people are.  “If we are doing this, we’re doing it all!”  This is really an artificial roadblock many people put up to stop you.  They know you don’t want to do it all, ‘right now’, so they force the all-or-nothing compromise.  Which almost always goes to the ‘nothing’ decision.  I think HR can be much more effective by starting very small and moving slowly, but surely, in a direction of major change that you have planned out in the future.

Here’s how I like to do it – let’s use changing your interview process and beginning to get 100% compliance on using new competency driven interview guides.  Sounds like something your hiring managers will hate, right!?  Here’s how this normally works: Step 1 – Put together a 7 page questionnaire on competencies and send out to all 200 hiring managers in your organization with a time line of 4 weeks to return.  At 4 weeks, 12% have returned, after reminders 17% have returned. You’re dead in the water because you can get a majority of your hiring manager to even agree on which competencies are important in your organization.  Step 2– you give up.

Here’ how I do it:

Step 1: I meet with 4-5 top performing hiring managers who give a damn, individually, and gather their ‘opinion’ on what competencies really matter to them.

Step 2: I come up with a consensus of this small group and deliver them back an initial ‘draft’ interview guide, based on their recommendations, and ask for any additions or subtractions they would like to see.

Step 3:  I begin using these guides for all interviews with these managers as a ‘test’ case on how these might work with the rest of the organization.  This test might take 3-12 months based on how much hiring you do in your organization.  I change and tweak and better the guides constantly to make the more end-user friendly based on the hiring managers using them.

Step 4:  My 4-5 best hiring managers now have a habit of using competency based interview guides – 100%.  They are believers because they were the designers of them. They work, for them.  They will not want to change.

Step 5:  I present my ‘Competency based interview guide’ test results to leadership.

Step 6:  We roll out competency based interview guide process to the entire company – 100%.

Ok, I probably missed a couple steps in this quick example – but you get the idea.  Little steps become big steps.   How do you eat an Elephant?  One bite at a time.  The easiest way for an HR shop to get anything done in an organization is to find champions who are high performers to work with you and believe in what you’re doing – then just start doing it – ‘as a test’!  Most leadership love to see their employees trying things that is an attempt to make the organization better – especially when it’s their best and brightest!  Don’t get caught up in “Everybody has to do it”!  No they don’t – ‘Everybody’ will actually slow down what you’re trying to accomplish.

Little, becomes Big.

 

 

 

 

 

 

I Love Being Right!

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I’m coming up on my annual review.  Something that my boss does that I like is to require me to put together all the things I did for the last year, beyond my normal job.  The theory being, why should I pay you more, if you’re just doing the same job.  Tell me what you do beyond the norm.  Tell me why you’re more valuable to me this year, than you were last year. It’s not perfect, but I’ve yet to see an evaluation system that is!  What it does do is drive conversation about what is valued in my organization.  You are hired and paid well to do a job.  That is expected.  If you want more – show us why.  Doing you normal job isn’t more – it’s what you were hired to do.

The problem with this is my self-insight measure, is off the chart.  When I sit down to write this up – all I do is find things that are wrong with me!  Which might be the entire reason for the exercise to begin with! Figure out that you suck, then I don’t have to pay you.

Here’s what I found out about myself this year:

  • I love being right.

That was about it.

It’s not a good thing – it’s definitely an opportunity area.  When you love to be ‘right’ you tend not to be the best listener.  Being right means you have to keep showing people you’re right.  Which means preparing what to say next instead of listening then crafting a response to what you heard.  Being right means that someone is wrong.  That, also, is not a good thing.  We live in a world of gray.  Most things in business aren’t right or wrong – there is usually an answer in the middle of the two – some will call it compromise, some will call it synergy – it’s a better third option.  Something we both created.

Having a desire to be right is somewhat immature.  It harkens back to the day of playgrounds and rows of desks.  It’s when you wanted to show your parents how smart you were.  You did that by being right – and sometimes being right got you a slap on the backside or early bed with no dinner.  Most people learn at an early age, being right isn’t all that you thought it would be! Being right, can also be very negative.

So, over the next 12 months I vow to work on not being right.  I want to embrace being wrong.  It doesn’t feel comfortable, but I know it will make me better.  It’s alright to be wrong (I’ll need to keep saying this to myself over and over!). Being wrong means I will be able to tell someone else they are ‘right’.  That seems like a better leader to me.

This is Why You’re Afraid to Make HR Simple

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Have you ever wondered why HR Departments continue to make complex processes?  In reality, all of us, wants things simple.  But, when you look at our organizations they are filled with complexity.  It seems like the more we try to make things simple, the more complex they get.  You know what?  It’s you – it’s not everyone else.  You are making things complex, and you’re doing this, because it makes you feel good.

From Harvard Business Review:

“There are several deep psychological reasons why stopping activities is so hard to do in organizations. First, while people complain about being too busy, they also take a certain amount of satisfaction and pride in being needed at all hours of the day and night. In other words, being busy is a status symbol. In fact a few years ago we asked senior managers in a research organization — all of whom were complaining about being too busy — to voluntarily give up one or two of their committee assignments. Nobody took the bait because being on numerous committees was a source of prestige.

Managers also hesitate to stop things because they don’t want to admit that they are doing low-value or unnecessary work. Particularly at a time of layoffs, high unemployment, and a focus on cost reduction, managers want to believe (and convince others) that what they are doing is absolutely critical and can’t possibly be stopped. So while it’s somewhat easier to identify unnecessary activities that others are doing, it’s risky to volunteer that my own activities aren’t adding value. After all, if I stop doing them, then what would I do?”

That’s the bad news.  You have have deep psychological issues.  Your spouse already knew that about you.

The good news is, you can stop it!  How?  Reward people for eliminating worthless work.  Right now we reward people who are working 70 hours per week and always busy and we tell people “Wow! Look at Tim he’s a rock star – always here, always working!”  Then someone in your group goes, “Yeah, but Tim is an idiot, I could do his job in 20 hours per week, if…”  We don’t reward the 20 hour guy, we reward the guy working 70 hours, even if he doesn’t have to.

Somewhere in our society – the ‘working smarter’ analogy got lost or turned into ‘work smarter and longer’.  The reality is most people don’t have the ability to work smarter, so they just work longer and make everything they do look ‘Really’ important!   You just thought of someone in your organization, when you read that, didn’t you!?  We all have them – you can now officially call them ‘psychos’ – since they do actually have a “deep psychological” reasons for doing what they’re doing – Harvard said so!

I love simple.  I love simple HR.  I love simple recruiting.  I hate HR and Talent Pros that make things complex – because I know they have ‘deep psychological’ issues!  Please go make things simple today!

Recruiting, Reenvisioned

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What is the worst buying experience you’ve ever had?  For most people, it’s buying a car.  New or Used, it doesn’t matter – buying a car, sucks.  It starts with the sales person.  You go onto a lot, you see a car you like and you want to take it for a test drive.  The last thing you want is to have someone you don’t know, ride a long with you and make small talk when you’re trying to decide if the car if right for you.  It starts the entire experience off on the wrong foot.  Then you finally decide and you have to sit through a minimum of an hour while you do this stupid dance between the sales person and their ‘sales manager’ as you negotiate the car.  From top to bottom, most people would rate – buying a car – as the single worst buying experience they’ll ever experience.  The entire process is set up for the car dealers, not for the buyers.

From a recent article in Time on re-envisioning the car buying experience:

…“I wish the Apple store was more like an auto dealership.” Or even something like: “My check engine light comes on and I smile.”…When asked what car shopping should be like, Michael Accavitti, vice president of marketing at American Honda, and one of the judges at the challenge, offered the following description:

“It should be like when you go to an ice cream store. Everybody is happy at the ice cream store. They are laughing, smiling and joking. When you buy a car, it should be the same.”

Recruiting is a little like buying a car for a company/hiring manager/candidates.  It’s uncomfortable. Both sides want to ask things, but they don’t. Both sides want information, but it’s not shared.  In the end, one side usually feels like they’ve won, and one side feels like they ‘left something on the table.’

How do we change that?

That is a really difficult question.  Like the car buying experience, dealers and auto companies would have changed it decades ago if they would have a better answer.  The problem comes down to the company not believing the buyer is smart enough to understand their position and need for a profit.  “Hey, look, the car cost us $15K, we need to make $2K, the taxes will be $1K – it’s going to cost you $18K” Instead they they list it $25K, and let us feel like we are ‘getting a deal’ when they negotiate it down to a purchase prices of $21K – then we find out a neighbor down the street got his for $19K and we lose our minds.  Trust broken – you made one sale, you won’t make another.

I think, like the article explains, recruiting functions need to become more match making services versus we’re going to sell you what we have!  Ultimately, I’m not looking for the best talent. I’m not.  I’m looking for the best talent that matches my culture and can work effectively within our organization and those already in it. Those could be very different people.  Recruiting tends to only look, or mostly only look, for skill match.  Hiring manager needs Java Developer, Recruiting delivers Java Developer, one or both are miserable because they didn’t really match to begin with.  The problem with why we don’t do this now, is that it frankly takes to long and is too subjective.  Subjectivity causes HR heartburn.

I don’t have an exact answer, but I wonder what recruiting would look like if we went more match.com vs. monster.com?

 

Direct Deposit Has Killed Compensation Motivation

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Do you open your birthday cards and simultaneously do the “money grab”/catch, knowing-wanting something to fall out of your card?  Or do you play it cool and let it fall to the ground, acting like you didn’t expect it!?  That’s what I trained my kids to do – and act really surprised at the same time.

Seriously!? Don’t lie.  You do it.  How do I know you do it?  Because everyone does it!

There’s something emotional about opening a birthday card and finding money or a gift card in the card.  When there isn’t something in there, you almost feel the need to explain to the person – “oh sorry, we didn’t have time, here’s $20!”

One of the great traditional HRish things we use to get to do was to hand out paychecks on payday!  Don’t worry kids, ask someone over 30 to explain it to you.  It was a piece of paper you carried into a bank and would sign the back of this piece of paper and the bank would give you money! Yeah!  Anyway, direct deposit, paycards, etc. have almost completely killed paychecks and the need to go around on payday and hand deliver them to your employees.  That’s right kids – you had to meet face to face every other week with real employees! Sounds crazy, uh?

Paycheck delivery did a number of very motivating things, that in our rush to be ‘more efficient’ we have lost:

1. Payday euphoria!  Every payday when checks were being handed out you could almost feel the energy building in the organization.  Your boss or someone in HR/Payroll would walk around and hand out check, make small talk, give words of praise – “Have a great weekend!”, “Don’t spend it all in one place!”, or my personal favorite – “Can I have a loan?”

2. Leadership connections.  It really forced a ton of leaders to go out and deliver the ‘pay’ for the week.  Which really put them in a situation to have to say something nice to each employee! Crazy how motivating that is for employees after a long week!

3. A trophy for everyone.  When you got that paycheck in your hand, you felt like you accomplished something.  Here’s what I did all that work for.  I can look at it, I can see it, I can smell the ink! (don’t judge, I was born in the 70’s)

There is a definite emotional and some would say, physical, response to being handed a week or two’s worth of pay.  For most people, it feels good.  It feels like accomplishment.

Direct deposit takes that all a way.  On Friday afternoon, you don’t get a visit from your boss or HR. You don’t get to know your local banking people and get fresh new bills and those little money envelops from the teller and DumDum sucker for the kids.   Direct Deposit, while great in its efficiencies, has effectively killed one of life’s great joys.  Cashing your paycheck.

So, what do you think HR Pros – would you ever go back to handing out physical paychecks each week?

 

 

My Dongle is Bigger Than Your Dongle

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In case you missed it last week, a couple people got fired for joking about the size of their dongles at a conference. Here’s the article from Tech Crunch — A Dongle Joke That Spiraled Way Out of Control.  Long story short — two guys make a sexually suggestive joke about a Dongle to no one in particular, but it’s at a conference and they’re in mixed company.  A lady overhears them and doesn’t like it. She takes a quick picture of them with her phone and tweets out the pic and the comment about how crude they are.  This gets the jokester fired, and, after the fallout, gets the lady who posted the picture fired!

To get reaction – I went to my buddy with the biggest dongle I know – Laurie Ruettimann!

(Tim) Laurie – you know the deal, you’ve been in HR, a couple of idiot guys saying inappropriate stuff – it’s HR 101 and an easy termination!  The backlash on the female who posted the original comment and pic, Adria Richards, I thought was a bit crazy.  It almost screams retaliation termination.  What is your take on this?  How would you have handled it as the HR leader?

(Laurie) If there is one thing like I like more than Human Resources, it’s dongles. I love them.

You know what I really hate? Public shaming. Adria Richards was well within her rights to be offended by a joke. I think using a #hashtag to talk about the joke, and gain the attention of the conference organizers, was okay. But when she took it upon herself to take a picture of the guys who made the dongle joke and publicly shame them, she went too far and exercised poor judgment.

Who wants to employ a person like that?

She was also fired because the hacker group Anonymous caught wind of her actions and went after her employer. Adria posed a risk to her organization. It was time for her to go.

There’s a lesson in this, Tim. Nothing good comes from industry conferences. Stop pretending like innovation and thought leadership happen at these stupid events. No matter what your industry, it’s mostly a bunch of nerdy dudes trying to hook up with hypersensitive chicks.  Get back to work.

(Tim)  LFR — Public Shaming?  You’re against Public Shaming!  Do you know Stephen Covey, Jack Welch and Mahatma Gandhi all call ‘Public Shaming’ one of the most underutilized management tools of the 21st century!  In fact, I think I taught a leadership development class on Public Shaming and Driving for Results back in the day.  

I’ll admit the Adria picture was a low blow — especially since in the photo it looks like there is one main dude she is pointing out, and that guy didn’t even do it.  Not only did she post the pic, she made it look like the wrong guy was the Neanderthal!  I’m still sitting here in shock you’re against public shaming, it’s the basis of every great HR Pro I know — and the entire liberal movement since the 1960’s!

(Laurie) My Dearest Timmy, I stand corrected. I am actually okay with public shaming when I do it, which is the hallmark of every great leader.

When I shame you, you deserve it. When someone shames me, they should get fired.

But the HR lady in me wonders why Adria didn’t have a crucial conversation with the guys who made the dongle joke. Right there. Adria wasn’t standing up for reproductive rights or fair wages. She wasn’t walking a picket line. Her safety and security weren’t being threatened. She heard a joke that bugged her. And if she can’t pony up the courage and tell two stupid dudes at an event to STFU, maybe she doesn’t deserve her job.

Leadership is all about small, subtle decisions. She made a big, dumb decision. So she’s out.

But you know my management motto: Do as I say, not as I do.

(Tim) I’m sure there’s some kind of poetic justice in all of this — but I’m an HR Pro and now have two positions to fill because people couldn’t act like adults.  Another day in HR!

So, what do you think? Would you have fired either, both or what? Hit us up in the comments.