Uncategorized

I Can’t Take It Anymore!

Another update from the Jungle….

Kathy was a solid performer for her company until about a year ago.  She rarely missed work and she was always prepared for meetings.  Then she fell off a cliff.

Her clif2f had many causes. About a year ago, her mother began showing signs of dementia. Kathy’s siblings long since moved away, so Kathy’s been taking her mother to doctor’s appointments and filling out Medicare claims forms.  She’s reached the stage where she loathes the “plain English” of Medicare forms.

Her husband, Bob, is helping more after being laid off his job a few months ago. But Kathy’s mother no longer recognizes Bob and won’t leave the house with him.  That means his
biggest contribution is cooking most of their meals. Since this involved reorganizing all the kitchen cabinets, Kathy’s not convinced he’s helping her.

3Meanwhile, Kathy’s daughter moved home from college after her wine and pizza plan didn’t lead to a
viable college degree. She leaves dirty dishes in the sink and is surprised that this upsets Kathy.

1

About six months ago, Kathy began taking medication for depression and anxiety. The medication leaves her feeling like she’s underwater.  It affects her ability to concentrate. She now has the attention span of a three-year-old on a chocolate high.

Her boss is running out of patience with her sloppy work and blown deadlines. Of
course, he doesn’t know all the gory details because Kathy’s too embarrassed by her screwed up life to tell him. She always prided herself on her professional competence.

Today, her boss calls her in for another performance review. He’s angry about a blown deadline and considers firing Kathy. But that would mean finding and training a replacement. It would also mean losing Kathy’s years of knowledge of the company and its culture.

What options are available to Kathy’s boss?

  1. He can proceed to the next phase of the progressive discipline policy which is firing Kathy for poor performance.
  2. He can keep limping along and hope that Kathy’s personal life improves.
  3. He can ask the HR representative if there other options for resolving Kathy’s situation without firing her.     

The above scenario is a composite of several actual incidents.  As the population ages, more baby boomers are finding themselves caring for incapacitated parents and assisting unemployed adult children.  Businesses are not charitable organizations and they can’t fix their employees’ problems. But they can support employees by adopting flexible work schedules and creating referral lists to local organizations that provide eldercare and other social support programs.    

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

Join the HR Compliance Jungle today. Click here!

Follow us on Facebook & Twitter!

Visit us at: http://www.complianceriskadvisor.com/

Click here for a copy of my free Ebook

Advertisements

Me! Me! Me!

Another update from the Jungle….

It’s Monday morning and Christine knows that sitting in rush hour traffic will be the high point of her day.  After that, she’ll suffer a fate almost like death as she sits through the monthly staff meeting. Ms. Piggy will be holding court as usual.

1Ms. Piggy is a co-worker who pretends to be a team player. Beneath the friendly smiles lurks a self-centered prima donna. She knows her life is so much more interesting than others. For the past six months, she’s been monopolizing the staff meetings with the same tale of a product vendor who can’t deliver the quality of work she demands.  

Initially, Christine and several other managers suggested ways for Ms. Piggy to solve her vendor problem. Ms. Piggy made it clear that their solutions would work fine for idiots like them, but not for her since her work is much more technically sensitive.  

Edward, the division head, doesn’t know how to handle Ms. Piggy.  He wasn’t promoted based on his people skills and he doesn’t want to get stuck in sticky people problems.   He would rather walk across hot coals barefoot or participate again in the pie eating contest at the company picnic.

Christine arrives at work and grabs a giant mug of coffee on her way to the conference room.  Edward 2slides into the chair at the head of the table and begins asking for updates. Everyone tenses as he reaches Ms. Piggy. Ms. Piggy begins her usual quick update with the usual digressions.  

Within a minute the energy level in the room plummets deeper than the Grand Canyon. The guy sitting next to Christine begins playing a game on his phone. Two managers begin reading their emails on their iPads.  Edward opens his mouth to cut off Ms. Piggy but she raises her voice and continues.  Christine slurps her coffee and tries to keep her head from exploding.

What options are available to Christine?

  1. She can fall to the floor pretending to have a seizure so that the meeting ends.
  2. She can leap to her feet shrieking “I can’t take it anymore. Shut up!”  
  3. She can suggest that they imitate business networking groups by timing responses so that the staff meetings finish on time and they avoid Ms. Piggy moments.     

The above scenario is a composite of too many meetings at too many companies.  HR can help managers avoid these ghastly events by training them how to give effective feedback to their subordinates on appropriate office behavior and by urging senior management to pay for coaching for managers who lack people skills.   

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

Join the HR Compliance Jungle today. Click here!

Follow us on Facebook & Twitter!

Visit us at: http://www.complianceriskadvisor.com/

Click here for a copy of my free Ebook

Queen Bee

Another update from the Jungle….

Dan is a branch manager for his company and he’s coasting toward retirement.  He lost interest in his current career long ago after several major battles with his assistant. Her name is Adelaide and officially she’s the executive assistant, but unofficially she’s been running the branch office since Jimmy Carter’s administration.   

When Adelaide decides how things should be done, everyone agrees. If they don’t their careers take a nosedive, as Dan learned during his first year as branch manager. He came in full of ideas for improving efficiency but Adelaide decided the office was fine “as is”.  After months of battling, she won and Dan began planning his post-retirement career.

Dan’s boss i2sn’t happy and he’s trying to figure out how to increase profits in Dan’s office. He decides to test a new whiz-bang software program in Dan’s office to see if it helps the bottom line.  He notifies Dan that a vendor rep will arrive on Monday morning to train the staff on the new software. Dan passes the information to Adelaide.

Monday morning, the vendor rep shows up to begin the training. Adelaide sails into the conference room almost 30 minutes late and majestically informs the vendor rep to start over.

The vendor rep quickly recaps half of her scheduled 60-minute presentation. As she highlights each feature, she asks attendees to imagine how the feature can improve their efficiency.

The vendor rep soon notices that everyone is watching Adelaide. If she nods, the comments are positive. If she shakes her head, the others say they can’t use the software feature. It’s obvious that Adelaide would rather eat broken glass than adopt the new software. The vendor rep limps on to the end of her allotted time and wraps up the meeting. The vendor rep has promised to give a status report to Dan’s boss.

What kind of report could the vendor rep give to Dan’s boss?

  1. She could lie and say the training went well, knowing her company has a big contract at stake.
  2. She could say that Adelaide is determined to block the use of the new software.
  3. She could decide to not give any report since she plans to ditch the sales career in favor of ha3nging out at the airport with the Hari Krishnas.    

In the actual situation, the senior manager was angry that his pet project was shot down and he fired both the executive assistant and the branch manager.  Unfortunately, he failed to follow the company’s written HR policies when he fired them; but that’s a different story.

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

Join the HR Compliance Jungle today. Click here!

Follow us on Facebook & Twitter!

Visit us at: http://www.complianceriskadvisor.com/

Click here for a copy of my free Ebook

The Peter Principle Strikes Again

Another update from the Jungle…

Addison is the HR manager for her company and she usually likes her job. Each day is different as co-workers find new and inventive ways to get themselves into difficulties.  

Addison has a double espresso each morning to fortify herself for the latest adventures. But Addison’s toughest employee sitjune 6-3uation doesn’t involve the usual employee misadventures. It involves Don, one of the division managers. Don is a nice, inoffensive guy who is liked by everyone. He is also destroying his division.

 

june 6-4

Don’s career started promisingly enough. He graduated from college with honors and immediately was hired by the company.  He’s technically proficient and his attention to detail is legendary. In fact, he often gets so wrapped up in the details that he forgets about deadlines.

A year ago, Don’s superiors looked for someone who could do the work, but never threaten their position in the company. They ignored Don’s immediate supervisor who pointed out that Don has the social skills of a person reared by wolves. Regardless, Don was promoted.

Immediately, the damage was obvious to anyone paying attention.june 6-6

In his first staff meeting, Don enthusiastically talked about a magazine article he’d read which described how blue whales communicate. His subordinates sat listening in stunned disbelief. After all, the purpose of the meeting was to discuss new sales metrics for their division.

Don’s first staff meeting turns out to be a high point on the road to destruction. The cleverest and most marketable employees are bailing out to join competitors. One woman is so affected by her experiences that she is now a novice Buddhist nun in Nepal.

Addison struggles to contain thejune 6-5 damage caused by Don’s incredibly inept leadership. She’s convinced that Don is aware of his shortcomings as a leader but he won’t admit it. She asks for a meeting with senior management.

What should Addison tell the senior managers?

  1. She can provide examples of Don’s ineffective leadership and suggest that he be replaced by someone with better “people” skills.
  2. She can request management training for Don to help him improve his leadership skills.  
  3. She can demand a pay raise and a bigger budget to hire replacements for the employees chased off by Don’s lousy management skills.    

june 6-2In the actual situation, senior management remained happy with the ineffective manager. He kept his job until he was undermined and then replaced by his most ambitious subordinate. He happily continued to work and was deeply relieved to no longer have supervisory responsibilities.

 

 

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

 

Join the HR Compliance Jungle today. Click here!

Follow us on Facebook & Twitter!

Visit us: http://www.complianceriskadvisor.com/

Ebook Link:  https://njshirk12.files.wordpress.com/2015/03/skh-employee-theft.pdf

Masters of the Universe

Another update from the Jungle…

Masters1Jim and Tony run a venture capital fund that specializes in distressed assets. They buy companies, replace the management team, cut most of the employees to generate savings and make the company look profitable (on paper). Then they sell the company.

A business magazine features them in an article and uses the term masters of the universe. After the feature article, Jim and Tony decide to branch out from distressed assets and buy a company that has been successful without being spectacular.

Jim and Tony begin their ownership by holding a company-wide meeting with employees at which they talk about the company’s wonderful financial future. This sales pitch is interrupted by Linda who asks them to reconcile these comments with their established practice of boosting profits by firing most workers. Jim evades her question. So Larry asks pointblank how many jobs will be cut. Jim looks at Tony. Tony shrugs. The meeting ends abruptly.

Masters3After studying the company’s bottom line, Jim and Tony decide that the first employees to go are Linda and Larry. They tell Sandra, the HR rep, to prepare the paperwork. She cautions against firing two of the most respected workers. Jim looks at the org chart again and concludes they are peons.

On Friday, Linda and Larry are ushered out the door. Their first port of call is an employment law attorney where they discuss wrongful termination, retaliation, and age discrimination.  The attorney has a vision of becoming famous by taking down the masters of the universe. He agrees to represent Linda and Larry.

Master2Within weeks, a third of the workforce resigns following Linda and Larry out the door. Jim and Tony are initially relieved; they only had to fire two workers. But the remaining workforce is demoralized. Within six months, the company has lost several key clients and the bottom line is tanking. Jim and Tony call a meeting with Sandra to discuss staffing levels and the status of Linda’s and Larry’s lawsuit.

What should Sandra tell them?

  1. She can say that she warned them that firing Linda and Larry would have dire consequences.
  2. She can tell them that as masters of the universe, she expects them to solve their own problems.
  3. She can hand in her resignation, having already received several job offers.

The above scenario is exaggerated but may seem familiar to anyone who has experienced a change in ownership at an employer. Creating a plan with HR for handling inevitable layoffs can smooth the transition. It is also helpful to see employees as more than just a cost to the bottom line.

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

 

Join the HR Compliance Jungle today. Click here!

Ebook Link:  https://njshirk12.files.wordpress.com/2015/03/skh-employee-theft.pdf

Follow us on Facebook & Twitter!

Visit us: http://www.complianceriskadvisor.com/

Good cover, lousy book

Another update from the Jungle….
NS12016-2Gene is the managing partner of a professional services firm and he’s extremely proud of the team that works with him.  He insists that they follow a reasonable work schedule leaving time for family.  He rewards every employee with a bonus when the firm hits revenue targets.

The result is high productivity and soaring morale. People want to work at his firm and Gene has the luxury of picking job candidates that best fit his philosophy. It was all smooth sailing until six months ago when he hired Avery.

Avery looked great on paper. His three page resume looked impressive, full of academic achievements, extensive industry experience, and a history of community involvement.  Avery showed up for the interview in an expensive suit, looking thoroughly professional. He was relaxed, articulate, and generated a good vibe when he met the whole team.  He seemed like a great fit for the firm and Gene hired him.

Within a week, Avery was a problem.  He told several senior partners that his old firm had a much better system for tracking client services.  Then he told the secretaries they were being unfairly exploited and should go on strike for higher wages.  After that he asked junior staff members why they worked so hard when there was no obvious path to promotions since all the senior partners were years from retirement.

Gene learned about the underbelly of discontent when a delegation of junior staff members cornered him to complain about Avery.  The youngest secretary said she didn’t appreciate being told that she ought to feel exploited. That was one of the milder comments.

Gene’s always been told not to judge a book by its cover.  But it’s obvious that underneath Avery’s polished façade lies a wealth of baggage picked up from the conditions he experienced with previous employers.

How should Gene handle this situation?

  1. He can fire Avery immediately since the state has “at will” employment. But with Avery’s baggage, a wrongful termination lawsuit seems inevitable.
  2. He could try to counsel Avery on his attitude but worries this will simply delay the inevitable outcome.
  3. He can tell Avery that the firm isn’t the right fit and offer Avery a generous severance package in exchange for leaving immediately.

In the actual situation, the firm chose the third option because the management team decided that a toxic personality was too big a risk to keep on the payroll and the severance package limited any possible wrongful termination claims.  Everyone lived happily ever after (except “Avery” who carried his baggage to the next employer’s office).

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

 

To download my free ebook, click here.

Join the HR Compliance Jungle today. Click here!

Follow us on Facebook & Twitter!

Visit us: http://www.complianceriskadvisor.com/

 

 

 

Tis the Season

Another update from the Jungle….

christmasNicole, the HR manager, is making one more effort to boost morale among her fellow employees this year. So far her efforts have had mixed success, to put it mildly. After scantily dressed people at the Halloween party and a near race riot for Veteran’s Day, the Thanksgiving luncheon was a damp squib. But there’s still time to rescue morale with a Christmas party.

Actually, it won’t be a Christmas party because Nicole doesn’t wish to offend the religious sensibilities of any employee. It’s a holiday party. She buys generic party favors to decorate the break room. Then she asks management to pay for the party to show their appreciation for their employees. Management counters with the bill for the Thanksgiving luncheon and says the company president won’t pay another red cent. The president is upset after hearing a rumor that his company is running a prostitution ring based on leaked photos from the Halloween party.

So Nicole decides to have another potluck lunch. She posts a sign-up sheet on the refrigerator in the break room and waits for the inevitable disgruntlement to ooze through her office door. She doesn’t have to wait long.

Ruth darkens her doorway to object to the generic decorations. She insists the holiday is about the christmas1baby Jesus and offers to contribute her personal Nativity scene to make the scene more authentic. The Nativity scene involves burning candles to illuminate the manger. Nicole says no. The candles will likely set off the sprinkler system and besides the workforce includes observers of several faiths.

The day of the holiday party arrives and Nicole inspects the potluck which includes chicken burritos, no-meat chili, pecan pie, and snickerdoodle cookies. Then Nicole notices Steve sidling up to the buffet table with a couple of desserts and hurries over to inspect his contributions. His key lime pie looks delicious but the fumes indicate that it’s half rum. His other contribution is bourbon balls.

What should Nicole do next?

  1. She can confiscate Steve’s desserts and remind him of the company’s no-alcohol policy.
  2. She can pretend not to notice Steve’s contribution and allow the seasonal cheer to go on. After all, it would boost morale until the alcohol wore off.
  3. She can encourage the company president to indulge in dessert and, when he’s feeling mellow, hit him up for pay raises for the workforce.

Nicole’s year of trying to boost morale is winding to a close. Nicole plans to enjoy the remainder of the year in solitude and meditation while preparing for next year.

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

Download my FREE eBook today! Click here! 

Click here to join the HR Compliance Jungle today.

Follow us on Facebook & Twitter!

School Zones Made Me Late

Another update from the Jungle….
image001Jane is the HR manager for a company with about 200 employees. The company runs a lean operation which means that Jane is the sole HR person and handles pretty much every situation that arises. Jane likes the variety of issues that she faces because it keeps everything fresh and interesting.

A major problem for the company is time and attendance. The owner of the company is obsessive and compulsive about details and it drives him nuts to see a few employees chronically showing up late. He told Jane to fix the problem.

Jane reviewed the time and attendance policy which clearly states that chronic tardiness may subject an employee to progressive disciplinary action. The policy is included in the employee handbook. Jane checks the personnel files for each laggard employee and finds that each of them has signed the acknowledgement form. That means that each employee received a copy of the employee handbook and promptly tossed it aside without actually reading it.
image004This week, Jane began meeting individually with each employee who is chronically late. Jane tries not to yawn as she hears the usual excuses. One employee says she was stuck in traffic due to an accident. Another says his dog got out of the fenced-in backyard and he had to find the mutt and lock him in the garage before leaving for work.

Jane’s favorite excuse of the week is the employee who says she was late due to the school zones. The employee recently moved so that her children could attend a more highly rated school. This means the employee must now travel through three more school zones on her route to work. That caused her to be late.

What should Jane do next?

  1. She can explain to each employee that the excuse du jour doesn’t make up for chronic lateness. She can then move to the next step in progressive discipline.
  2. She can encourage each employee to make a greater effort to arrive on time and let them off with a verbal warning.
  3. She can ask herself why she never thought up so many creative reasons for being late to work.

Time and attendance issues are a perennial problem. Perhaps it’s time to think about the underlying reasons for tardiness. Employees who enjoy their work tend to show up on time.

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

Download my FREE eBook today! Click here! 

Click here to join the HR Compliance Jungle today.

Follow us on Facebook & Twitter!

3 Keys to Hiring the Right Employee

Another update from the Jungle…
image029
Renee owns a small bakery that is growing rapidly but still needs to plow the profits back into the business to ensure its long term success. She knows the long term success of the bakery depends on the quality of the employees.

She learned through trial and error that she needed to be clear about what she was looking for in a new employee. One early hire, Debra, was great at baking muffins but seemed to hate people. Customers would dash out the door if they saw Debra at the counter waiting to serve them. Renee eased Debra out the door so that she could go be successful with a different employer. Then Renee revised her job descriptions to focus on all the skills, not just baking, that she needs.

Renee also realized that hiring the right employee is not enough. New hire Marta didn’t know how to use a convection heat oven and her first batch of cookies were harder than hockey pucks. After
image027the smoke cleared and the hockey pucks were trashed, Renee decided to assign an experienced employee as a mentor to train Marta on using equipment. Marta now bakes cookies using her grandmother’s recipes that are the hottest sales items in the store.

Of course, assigning a mentor was not enough either. Cherie had a mentor but wasn’t making progress in learning how to use kitchen equipment or the cash register. A quick investigation revealed that Cherie was intimated by her mentor and never asked questions. The mentor admitted that she is a perfectionist and isn’t comfortable trying to teach new hires.

This mismatch taught Renee that she needed to more closely monitor the progress of each employee. So every week she meets with each employee to answer questions and to ask for suggestions on improving the business. It’s a huge time commitment for Renee but in the past year, turnover among all employees has dropped dramatically and would-be bakers now beg her to hire them.

What are Renee’s 3 keys to hiring the right employee?

  1. Know what you want and clearly state it in the job description so that you hire the right person for the job.
  2. Have a good “onboarding” process to integrate the new employee into the workforce that includes training the new person on equipment and business processes.
  3. Monitor progress of all employees to match skills to opportunities to increase job satisfaction and the chance of retaining each employee.

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

Download my FREE eBook today! Click here! 

Click here to join the HR Compliance Jungle today.

Follow us on Facebook & Twitter!

What Does the Job Candidate See?

Another update from the Jungle….
image019Mandy is the HR director for her division of a national company. She’s trying to understand why it’s so difficult to fill open positions in the division. The candidates she screens have the qualifications and experience to do the job but many of them reject job offers.

She knows her company offers mid-range salaries compared to competitors but the benefits package is good. She decides to investigate the situation by talking to a few of the job candidates who turned down job offers. What she learns causes heartburn.

All job interviews were supposed to be conducted by Sam, the division head, in accordance with company policy. But Sam is socially inept and often misses cues for appropriate behavior. His staff can’t forget the lunch meeting where Sam launched into a diatribe about a lawyer who once represented the company, forgetting that his diatribe was aimed at the lawyer’s son, who recently joined his dad’s law firm. So there’s no way Sam’s staff want him to be the face of the company to prospective employees. They convince Sam to let them do the job interviews.

Candidates tell Mandy that these interviews were “weird”. Weird how, asks Mandy. Well, say the candidates, the senior staff interviewing them seemed more interested in talking to each other than to the candidates. This included exchanging a few inside jokes that left the candidates feeling as if the division consisted only of
image022 competing cliques.

One candidate tells Mandy that the male interviewer, the one with the broken front tooth, assured her the company offered excellent health and dental benefits. Another candidate said that the office décor of gray carpet, few windows and tiny cubicles was do depressing that she needed an emergency session with her therapist.

What are Mandy’s options?

  1. She can change the interviewing process by conducting the interviews herself and foisting her choices on the division; or attending the interviews to ensure the division’s staff stays on task during the interviews.
  2. She can arrange training for the division’s senior staff on how to interview effectively.
  3. She can suggest to her bosses that after ten years of grayness, they should budget a few bucks for freshening up the office decor.

If your company is struggling with HR issues, Corporate Compliance Risk Advisor can help you create HR policies that are appropriate for your company’s size and then serve as a resource to your staff as the policies are implemented.

Download my FREE eBook today! Click here! 

Click here to join the HR Compliance Jungle today.

Follow us on Facebook & Twitter!