Ideas for Motivating Employees

As I mentioned in my previous blog entitled "Employee Motivation - You Can't Push A Rope," I had promised to offer some ideas of ways to motivate employees. 

Engaging an Employee's "WANT TO"

Remember, that you cannot make an employee work; you can only influence his "WANT TO" work.  There are 3 dimensions of an employee:  His Hands, His Heart and His Mind.  If you want to engage his "WANT TO," then it should not be focusing on engaging his Hands.  It's all about engaging his Heart and his Mind. 

Fullfill His Heart

Employees are human.  Humans are emotional creatures.  We seek acknowledgment, involvement, and a sense of belonging.  This is the very core of what turns on the Heart.  Some ideas of ways to recognize employees:

• Paycheck Notes:  Every so often, before passing out paychecks to the individuals on my team, I'd write a personal handwritten thank you on the back of the envelope of each of their checks.  The message was thanking them for a particular action or behavior that I noticed during the course of the week.  I told them what I noticed, why I appreciated it, and how it impacted the business or others.  What a nice way to associate pay with performance!  You know what?  They appreciated the special message and I guarantee they showed their spouse what I wrote when they got home. 

• Remember Their Birthday:  Make a note in your planner (I-phone, Droid phone...whatever....) of your team member's birthday and recognize them when it's their birthday.  Get some helium balloons, a birthday card, or make up a poster announcing "It's Jane's Birthday Today!"  Send an email acknowledging this day.  As a kid, outside of maybe Christmas, my birthday was the most important day of the year to me.  It comes consistently on the same date year after year, and I don't forget it.  As a boss, you shouldn't forget it either. 

• "U-ROCK" Award:  Here's a simple way to spread a little recognition around.  Pick up a landscaping rock and paint it white (or your company's color scheme) and then paint a large "U" on it.  Hand it to someone that you noticed has done something special.  Tell them, "You Rock...I noticed you (fill in the rest)."  Tell them that they need to keep the rock for 1 day and then pass it along to someone else who "Rocks" by doing something special. 

Engage Their Minds
I've heard supervisors snidley comment, "I'm not paying you to think!"  How horribly narrow-minded these supervisors appear to be.  Your employees spend their entire day working with your product/services and they are constantly thinking.  Many of them are thinking of ways that they could improve the product, process, system or service.  Many of them have seen better ways to skin the cat.  But if a supervisor neglects to tap into this resource, he is losing a huge opportunity.  Furthermore, employees who are told not to think will resort to robot-like behaviors and you will have lost the opportunity to motivate/engage them.  Here's some simple ideas: 

• Involve Them:  Whenever I've had to make a decision that had impact to the team, I'd bring them in to the fold, tell them what was on the table for consideration and let them offer their opinion.  I may not have followed their recommendations every time, but I ASKED them.  Why not include your employees in decisions where they have a stake in the outcome?  They are more likely to buy-in and support the decision, even if it wasn't their first choice, because they were consulted. 

• Give Additional Responsibilities:  Yes, this aligns to the "No Good Deed Goes Unpunished" philosophy, but truthfully, employees are honored when you believe in them and in their abilities.  Show them you have confidence in them by presenting them with a special project to work on.  Make sure that you hype it up with compliments in their capabilities and your complete confidence in them.  And when the project's done, don't forget to recognize them when they knock it out of the ball park!   

For additional ideas, you might want to pick up Bob Nelson's best seller, "1001 Ways to Reward Employees" which is chocked full of low-cost, creative ideas that companies around the world have implemented to motivate and reward their team members.  Amazon has the book for under $10.  

Summary:  To engage the hearts and minds of your team members, show them a little courtesy, kindness, and appreciation.  They don't usually cost much to do, but result in amazing engagement.  What ideas do you have for recognition?  I'm curious to hear what you've found worked well. 

Kathleen Lapekas - PHR
Action HR Consulting
For Personal Attention to Personnel Matters...
http://www.actionhrconsultant.com/

Employee Motivation: "You Can't Push a Rope!"

I often encounter business managers who are perplexed with how to keep their employees engaged and motivated. 

I enjoy coaching managers on this topic, largely because I came from the floor as an operator a long time ago.  That experience has given me a "unique perspective" -- I understand how the average "employee" views his/her employment experience. 

Some Lessons Learned

• I learned how management a lot of times talks AT the employees, rather than TO the employees.  What a difference it makes when you talk to your employees, and ask them what they know, what they like, what they want, and what they would change!

• I learned how efficient the good old fashioned "rumor mill" is when it comes to passing information along.  Good managers recognize that the best antedote to gossip and rumors is to keep the employees informed and "in the know" as much as possible.

• I also learned how important the "small stuff" really is to the employees.  Fixing a "small mistake" on an employee's paycheck may seem to be a hassle and a low-priority compared to all the other things that need your immediate attention, but the employee counts on his paycheck to be accurate and correct every time.  He banks on that money to be there on-time.  Fixing that little error immediately makes you a hero in his eyes.

You Can't Push a Rope!

Here's some advice for those of you who are struggling with getting your employees engaged and motivated.  You can't MAKE someone work; you have to make him "Want To" work. 

Sure, you can stand over him all day long, and he'll work while you're standing there.  But as soon as your back is turned, he will goof off.  Why?  Because you haven't focused on what makes him WANT TO work.

Mildred Ramsey, author of The Super Supervisor stated:

"An employee has 3 dimensions:  His Hands, His Heart and His Mind." 

Let me let you in on a little secret...His "WANT TO" is not in his hands! It's in his mind and in his heart.  If you engage is heart and his mind, you'll engage his "WANT TO."  He will work at an unbelievable pace and quality if he "WANTS TO." 

Typically, management is more interested in what their employees are DOING, and less interested in what they are FEELING or THINKING.  If you are only engaging the employees' hands, you have only 1/3rd of his potential!

If the boss doesn't consider his peoples' feelings in his day-to-day dealings with them, their HEARTS won't be in their work.  If the boss doesn't even consider their INTELLIGENCE, they will not be interested in their jobs.  The result will be poor job performance every time.

Summary: 

The principles of motivation are really about engaging an employee's "WANT TO" in his everyday work.  Next time I'll share with you some practical ways to do this that won't cost you any more time or money, but will reap enormous benefits!

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

http://www.actionhrconsultant.com/

"Right-To-Work" vs. "At-Will" Employment

So, What's All The Fuss?

I am committed to educating anyone who's interested in learning about what all the fuss is about "Right-to-Work" legislation.  It seems this has really been a topic of consternation and a source of heartburn amongst the constituents of Indiana.  Let me see if I can shed some light, rather than scare everyone into emotional havoc.

The Right to Have Choices....

"Right-to-Work" means that employees have the right to choose if they want to join a union or not join a union in a company that is unionized.  Some states, like Michigan, and presently Indiana, are NOT considered a "Right-to-Work" state.  This means that if a company were to become unionized, the employees will have to join the union or they can no longer work there.  So, under these provisions, employees who want to work at a plant that is unionized do not have a choice.  Join the union or go work somewhere else.  That's all it means. 

Passing "Right-to-Work" legislation gives employees a choice.  A choice if they want to join or not join...pay or not pay union dues...but either way, they can work at the company.  What makes our country so great is that we have choices.  I fully support legislation that supports choices for people on either side of the fence. 

How Does That Relate to "At-Will Employment"?

Many people confuse this term with "Employment At-Will."  At-Will employment means that the employer and employee both retain the right to hire or terminate employment with or without cause and with or without notice.  Indiana is already an "At-Will Employment" state.  Don't be confused, though:  Employers are still legally bound to ensure strict adherence to non-discriminatory practices when hiring and terminating.   

Summary: 

Right-to-Work legislation is about ensuring that all workers have a choice.  The legislation supports the right for an employee who wants to work at a place of employment to decide for himself/herself if joining a union is right for them.  If you're still a little confused by this, consider going to Google and entering "Right-to-Work legislation."  See what it may tell you.  Read both sides of the argument and make your own INFORMED decision. 

Kathleen Lapekas - PHR
Action HR Consulting
For Personal Attention to Personnel Matters...
www.actionhrconsultant.com

Workplace Conflicts Across the Generations

The "New Frontier"

The biggest divide facing our society today is not a gender divide, a racial divide, an income or technology divide; it is a "generational divide."  In today's business environments, it's becoming imperative that we recognize the generational differences so that we can respect them, value them, and more importantly, capitalize on them. 

Businesses are now faced with a new challenge -- that of dealing with multi-generations (Baby Boomers, Gen X-ers, Millennials) under one roof.  I commonly hear comments from business managers who have aches and pains with "the younger generations" at work.  Ultimately, it's not going to get easier until we start to realize that each generation has strengths and "idiosyncrasies."

Generation Differences

In many cases, businesses have essentially three generations under one roof: 

• Baby Boomers (currently 46-66 years old)
• Gen X (currently 35-45 years old)
• Gen Y "Millennials" (currently 17-34 years old)

Let's take a closer look at each one of these Generations.

Attention Baby Boomers! 

You invented the concept of the 80-hour workweek.  You are ambitious, business-oriented, and YOU NEVER STOP!!!  

You value hard work, personal relationships, and the ability to communicate with others.  You were raised to speak respectfully to people, so therefore, your messages sometimes are suggestions, rather than out-in-out directives. 

You are exceptional at reading body language, and you tend to prefer face-to-face interactions over email, phone calls or (Heaven forbid) text messages.  You don't embrace techology, but prefer old-fashioned relationship building and networking.  You prefer to do business with people you know and trust.  You're most comfortable in meetings where you can get everyone on the same page at one time. 

You believe in company loyalty ("Job Hoppers" need not apply).  You respect authority, business formalities and following the chain-of-command.  You are at the top of the food chain, and you don't have plans to retire anytime soon.  You'd miss working too much!  You measure success by profitability, longevity, loyalty and stability.

You see business relationships laid out in an organizational chart.  If a problem develops, you expect that problems are taken to the supervisor above.   You respect systems, processes and traditions.  You have weathered many storms and have always come out on top. 


Gen-Xers, Listen Up!

You were the children of working Moms.  You were latch-key kids, with no one at home to help you with your homework or make sure you were fed.  You were the first generation to be put in daycare and after-school programs.  You are fiercely independent by nature.  You grew up fending for yourself many times, and you have grown strong in character and tenacity because of it.  You are cautious, pragmatic, and highly educated. 

You value being recognized for your performance but you wither on the vine if you're micro-managed or if you're excluded.  You prefer, instead, to have the type of boss who says, "Just keep me posted and let me know if I can help you."  You prefer working on individual projects, rather than as a team all the time.  You shine with your individualism, creativity, and ingenuity. 

You're self-reliant and ambitious.  Although you value working hard, you want quality of life as well! Your generation invented the concept of "Work-life balance."  Your optimal job would require you to work 40 hours/week and have time off every weekend to be with your friends and family.  You would trade out a high-wage (due to excessive hours) in turn for more flexibility in your schedule.  You value being able to get to your kids' soccer games.   

You value personal relationships when doing business (you're not half-bad at reading body language), but you're most comfortable with email and phone contact.  Your Baby Boomer bosses aren't retiring yet, so you're sort of stuck -- somewhat like Prince Charles, who wakes up each morning wondering, "How's Mom?"  You're entrepreneurial and because of your fierce independence, you are willing to start up your own business in order to grow.

Yo!  Millennials!

You are fantastic collaborators!  In school, you and your classmates pushed the desks together to problem-solve, so "teamwork" comes second-nature to you.  You love a challenge, and you're exceptional at working with other people to come up with creative solutions. 

You thrive on being involved and included in team decisions.  That's because you were part of the generation where you were made to believe that you were "the center of the universe!"  As a child, your opinion mattered; and you were involved in big family decisions.  You were part of the generation where "Every Kid Earned A Prize," just for participating and trying.  You value being recognized for your imagination, creativity, and contribution.

You love technology (you are savvy with the latest and greatest gadgets).   You're a generation of instant messaging, texting, chat-rooms, and Skype.  You take technology for granted...many of you don't even remember what life was like before ATM machines!  You love social media, and you probably have over 500 "friends" on your MySpace or FaceBook account.  You see work relationships as networks, rather than as organizational charts and business silos.

You CRAVE immediate results and immediate feedback!  You would wither on the vine if you don't get instant feedback.  You can't wait for a 12-month review to know where you stand!  You need to know, minute-by-minute, how you're doing against the goal. 

You prefer dialogue that's able to cut to the chase, and be concise and direct.  You prefer texting over talking with people.  You see meetings as a waste of time unless they are specific, objective-driven and concise.  You are "speed-oriented" and so communication has got to be fast and immediate.

You're a rolling-stone (that gathers no moss).  Since you never fell for the fallacy of "job security," you carve out your own job security by gaining as much experience as you can from a job.  You stagnate and lose interest if you're stuck in one job with no opportunity to expand your scope.  You will probably change jobs at least 9 to 10 times before you settle into a long-term career. 

Summary:

Each generation brings to business a special attribute and style.  The friction comes from a lack of understanding why we do what we do.  In a competitive business world such as ours, we cannot afford to be fighting amongst ourselves.  The competition is outside (rather than inside) your four-walls.  Tap into the very things that motivate each generation and capitalize on these attributes.  You'll find that each generation has a lot to offer if you just take the time to understand. 

Kathleen Lapekas - PHR
For Personal Attention to Personnel Matters...
Action HR Consulting
http://www.actionhrconsultant.com/

"Trust Me"

When You Have To Ask For Trust...

Ever notice that when someone starts out saying, "Trust me," you have an equal and opposite reaction?  If a person has to ask for my trust, they have likely not yet EARNED my trust.  Trust is built over time and with experience.  Employees won't trust you because of your title, your credentials, or the number of letters behind your name. 

Building the Bridge

It sometimes takes years to build trust within a workplace.  You have to prove yourself.  You have to be consistent, predictable, and honorable.  It's like building a bridge from both shores.  You have to work every day at building the span.  Take time to get to know your people.  Take time to care about their interests.  Let them know who you are and what you care about.  People will trust that which is familiar and comfortable to them. 

Seek First to Trust, Then to be Trusted

Employees begin to trust you when you first extend trust to them.  You have to extend the olive branch out there first.  Employees will see how you want to believe in them, and they will reciprocate.

Be Seen

Employees need to see you out and about in your workplace.  Do not just reside in your office, whereby employees are expected to come see you if they need you.  Keep in mind also that familiarity breeds a sense of comfort, and that bridges over to trust. 

Your Word Is Your Sword

Keep your word.  Employees gauge your trustworthiness on how you act upon your promises.  If you have to break a promise, ask permission to break it BEFOREHAND.  Don't make a promise if you have no intention (or control) to keep it.  Be vary frugal with promises so that you don't accidently overcommit yourself and lose credibility.

The Golden Rule

Talk to employees as you would want to be talked to.  Don't talk over their heads or under their noses. 

You're Always On-Stage

Watch your mood.  If you're in a bad mood, then try to avoid contact for a while.  Your employees should see your best each and every time.  You are "On-Stage" with your employees every time you walk around the workplace.  They are watching.  Remember that everything communicates something. 

Loose Lips Sink Ships!

Trust is quickly lost when Managers violate an employee's confidentiality.  You will never get an employee (or his/her co-workers) to open up to you if you're the "loose lips" type.

Keep Them Informed

Employees crave to be informed.  Lack of information causes a rise in gossip and rumors to overtake the organization.  If a Manager is effective with communicating regularly, frequently and wisely, the employee will trust the Manager's information over their co-worker's gossip of "have you heard the latest?"

Summary:  These principles are not difficult to grasp, but sadly, are distant to some managers.  Be the type of manager who would be described as the "best boss they ever had!"  Like in any relationship, trust starts with small steps of doing the right thing and grows with on-going experience.  Do the small things that mean a lot! You'll find that trust doesn't have to be asked for, but will be given as a gift back to you. 

Building Trust In the Workplace

Trust-Meter

I recently had a question asked of me as to how to build better trust in the workplace.  What a GREAT question!  Seriously, this person really understood that trust is a lynch-pin to an organization's effectiveness.  People want to work at companies where trust is high.  If you're the type of company that has a hard time attracting and retaining talent, you might have to take a long, hard look at your "Trust-Meter." 

How Do You Measure "Trust"?

Maybe this is the best question of all.  What indicators do you look at when you consider whether or not you have high trust within your workplace?  Managers, some indicators may include:

• Do employees come to you with personal problems and questions?
• Do your employees actively volunteer for projects, committees, teams and company-sponsored events?
• Do you feel comfortable when you hold "all-employee meetings"?
• Do your people look you in the eye?  Do they actively seek you out?
• Do your people accept change well? 
• Do your employees use positive descriptors when they speak about the company or their job?
• Do your employees generally have good attendance?
• Does your company have low turnover for your industry?
• Are your employees high-performing (low drama, good output, consistent results)?

If you've answered "YES" to all of these questions, then chances are great that you have high trust in your organization.  For the rest of you....let's continue.

Trust Starts With You

Building trust starts first with your leadership.  The best boss I've ever had was steady, consistent, predictable, had great follow-through, communicated well, asked questions, and most importantly, gave trust to his employees BEFORE he expected them to trust him. 

Leaders need to be worthy of earning someone's trust.  They need to understand that employees watch everything that their leaders do and say.  They use these observations to determine if you're a trust-worthy person, or if you're a self-seeking individual who will turn coat whenever adversity arises.  Be mindful of your actions.  It takes years and years sometimes to build trust within a team, and a single bad decision to destroy that trust. 

Next time, I'll talk about specific strategies you to employ to build trust within your team.

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

www.actionhrconsultant.com

Handling Conflicts - The Bull In A China Shop

The Bull In A China Shop...

I often get calls from managers at the end of their ropes with an employee who doesn't seem to get along with others. 

You know the type:

• Stellar individual performer!
• Executes without errors or delays!
• Great output!
• BUT, absolutely a "Bull in a China shop" when it comes to working with others! 

Ole! 

Pam is an A-Type personality, who works with others in a dentist office.  She is matter-of-fact.  She is sometimes harsh and says things that are blunt and insensitive.  When others come to her with questions, she rolls her eyes, sighs deeply with frustration, and patronizingly explains what to do.  She has been told that she needs to work on her "interpersonal skills" but she doesn't see a problem.  She is who she is. 

"Intent vs. Impact"

My advice:  You need to specifically sit down with Pam (the "Bull") and talk with her about her behavior.  This is delicate, so I'd approach it from the angle of "Intent vs. Impact." 

What this means is, it's not about her intentions.  She is probably a well-meaning, well-intentioned individual.  She cares!  She wants to make a difference!  She doesn't like to see errors occur!  She wants to do her job as you expect her to.

But....she  don't seem to realize that her actions are having a negative IMPACT on the others. 

That's what you need to focus on.  IMPACT.  Speak to her kindly, but sternly, about the impact of her bluntness....her sharp-tongued comments....her sarcasm.  Explain that the IMPACT of these actions is concerning. 

Mirrors Show Reflections

It's a little like putting a mirror in front of her, asking her to describe what the reflection tells her.   She needs to know how she appears to others when she behaves this way. 

Speak specifically to your own observations.  Do not use the "rumor has it," or "I've been told," when speaking with her.  Understand that she needs direct and specific feedback -- not generalizations -- in order to accurately see this problem.

"Pam, when you roll your eyes at people, what do you think it communicates?" 


She responds, "It doesn't communicate anything!  I just do this out of habit.  It means nothing." 


You coach, "So when your 12 year old daughter rolls her eyes at you when you're talking with her, that means nothing?" 


She quickly responds, "That's disrespect!  I wouldn't tolerate that." 

You calmly say, "So when your 12-year old daughter rolls her eyes at you, it's disrespect.  But when you roll your eyes at others, that's not disrespect?" 

The light switch turns on. 

"I didn't realize that I was communicating that.  I don't mean to.  I just have a habit, I guess, of doing this.  I'm not even aware sometimes that I do this."


You coach, "Do you understand how others feel when you roll your eyes and speak to them with a harsh tone?"

She nods, and tears up.  You know right there and then that you have made an impression.  She does care!  She just needs help to figure out what to do differently!

You're the Coach

You will probably find that this conversation will get her attention, but long-term may not change her overall behavior.   A one-time conversation will not necessarily work.  You will need to continue to coach and support her so that she has regular and honest feedback.  If she's going to make an earnest effort to improve her relationships with others, she needs someone to keep her apprised if it's working or if it's not.    

Summary: 

Teams have a wide-range of personalities.  Commonly, there's a strong-personality on the team that through their actions, has a "heartburn effect" on the team.  Managers need to provide honest and specific feedback on the IMPACT on the team.  Working with the "Bull" will provide the much-needed "TUMS" to settle the constant heartburn within the team. 

Kathleen Lapekas - PHR
Action HR Consulting
For Personal Attention to Personnel Matters...
www.actionhrconsultant.com

Performance Feedback: Sort of Like "Puppy Training"

It's Like Puppy-Training

For feedback to be effective, it should be specific and it should be timely.  Think of it sort of like training a puppy.  A puppy has like a 2-second attention span; and therefore doesn't remember that he wet on the carpet 1 hour ago.  People aren't quite as bad as that, but the principle works the same.

Specific and Immediate

You've got to specifically identify what I did (good or bad) and bring it to my attention immediately (or as soon as possible) after I did it. 

For example, my company has a rule that states that I get a 10-minute rest break.  I return back from my 10-minute rest break after 20 minutes of resting.  Mr. Manager, if you wait a week to tell me that you noticed I was late coming back from break last Monday, you’ve lost your window of effectiveness.  That was SO LAST WEEK! 

If you want me to change my behavior (come back from break on time) then address it right there and then when I come back late.  Identify the behavior you have observed (“I noticed that you went ten minutes over on your break”) and identify the behavior you expect to see going forward (“and I need you to get back from break on time – your break should only be ten minutes, rather than twenty minutes.”)

Taking A Shot-Gun Approach for a Laser-

Beam Problem?

Oh, and one more thing...Never take a shot-gun approach to a laser-beam problem.  How many times I've seen supervisors bring the entire team together to address the abuse of breaks.  Guess what?  Your team knows the rules.  They also know that it's really Kathleen who is abusing the rules.  They feel as though they're being punished unnecessarily by being talked to about this.  They think, "Why don't you just go talk to Kathleen?  She's completely missed the point that this message is really about her!!!!"  Don't treat "Kathleen's problem" as a "group problem."  Deal with Kathleen directly.  You'll really see an improvement. 

Summary: 

Effective performance feedback requires specific descriptions (of what I did right, or what I didn't do right) and must be timely!  Just like a puppy, I need immediate recognition or correction to teach me what you want me to do.  Otherwise, you'll end up with a lot of wet-spots on the carpet! 

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

www.actionhrconsultant.com

 

Performance Feedback: Anyone Hungry?

The "Feedback Sandwich"

Someone once came up with the notion that performance feedback should “sandwich” the bad news between two pieces of good news.  For example, if someone were not meeting performance standards, it was believed that you should unpack something good, then deliver the something bad, then finish off with something good to leave them feeling ok.  While I understand this principle, I actually disagree with it. 

Cut the Mustard

If you have feedback, then say what you need to say, but don’t sandwich your message.  Tell someone that they did well if they did well.  Don’t put the “BUT” (or is it butt?) in there.  Make it a separate statement. 

For example, "Kathleen you are a great communicator, but you can't seem to get your work done on time.  I know you're trying hard, and appreciate all that you do around here."

If you "sandwich" your feedback, the receiver doesn’t hear the good stuff!  He’s bracing for impact, because after the first compliment….oh, boy, here it comes!  Then, after you’ve decimated his self-esteem with your negative feedback, he can’t hear the good piece that followed behind.  No, I don’t believe in sandwiching. 

No Balogna, Please...

I believe in "separating the sandwich."  Give me a slice of each.  Tell me what I do well.  Tell me what I need to work on.  Case closed.  Don’t connect the two.  Keep it focused on specific actions/behaviors. 

A Better Example: 

"Kathleen, you are exceptional with sharing your opinion.  Others look up to you and look to you for advice.  Nice job." 

[Well, thank you...I appreciate that.]   

"Kathleen, I have noticed that you work late nearly every night.  While I appreciate your effort, I think it's that you tend to carry on conversations and can't seem to get out at a regular time.  What do you think you could do differently to get your work done on time?" 

[Ummmm...maybe I should stop talking -- "sharing my opinion" -- and get down to the business of working?] 

Both examples of feedback are specific and to the point.  I can "wrap my head" around this feedback.  Independently, both of them are effective.  No need to throw one out there, and then "sandwich" the other with a cheery, "Keep up the good work" message.

Summary

Managers, when giving feedback to your employees, try to offer feedback without contradicting yourself in the next sentence.  Take the "BUT" out of your message.  You'll find the feedback is much more effective, and your employee won't be "bracing for impact" every time you say something nice about their work. 

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

www.actionhrconsultant.com

Performance Feedback: Attitude vs. Behavior?

Avoid the word "Attitude"

I hate the word attitude.  An attitude is a label.  Its only purpose is to identify/label a series of behaviors.  If you tell someone that they have a bad attitude, they don’t know what that looks like.  They might have an idea, based on assumptions, but as a label, it does more to attack someone’s character, than to help the person realize that they need to change their behavior. 

“Your attitude needs to change immediately!”  Oh, I assure you, Mr. Manager, it just did! 

Talk In Terms of "Behaviors"

Rather than speaking in terms of "attitudes," it is far better, and more effective to speak to specific behaviors. 

Behaviors are easier to explain.  They’re observable.  They’re measurable.  You come to work on time.  You come to work late.  End of discussion. 

When you speak in terms of behaviors, it’s not about "intent," it’s about impact.  If it were about intent, then it implies that you’re somehow able to read my mind (a scary thought, I might add).  Since I know you can’t read my mind, you therefore cannot know what my intentions are. 

You can, however, discuss my behavior.  My behavior is acceptable or unacceptable.  My behavior is affecting the team positively or negatively.  My behavior is helping or hurting. 

For the Hot-Headed Types...

Refrain from using the word attitude, and I’ll be much more able to accept your feedback.  I can internalize your feedback, and make a choice as to what to do with this feedback. 

And you’ll be better able to keep me from blowing my lid!  (I'm a red-head, so this happens...)

I will be less defensive and take your feedback less personally when it’s referenced in terms of impact to others.  Don’t try to get into my psyche.  Don’t try to purport that you can tell what I’m thinking about or my intentions.  That’s too close to my self-esteem.  It’s jugular.  It won’t help me make a good decision.  It won’t help me make a change.

Summary 

Good performance feedback puts the focus on specific behaviors, and steers clear of "attitudes."  It's hard to argue about a behavior that was observed.  But, for an "Attitude Adjustment" see your local shrink.

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

www.actionhrconsultant.com

You Are Who You Hire...And You Are Who You Don't Fire.

The Most Important Business Decision
As an HR Manager, one of the most important business decisions that I make in a company is the hiring decision.  If you think about it, an organization is completely reliant on the Hiring Manager to shape the organization.  The people you bring into the organization can spring-board the team to higher levels of performance, or could be a drain on the team because they were entirely wrong for the job or the company.  To boil it down, as a business owner, YOU ARE WHO YOU HIRE, AND YOU ARE WHO YOU DON'T FIRE.  

30-Minute Interviews
Hiring is one of the hardest things to really do well.  It takes you away from running your business.  It's time consuming.  It's energy-draining.  And, it's a little scary knowing that you're making a long-term business decision from a 30 minute interview with a person.  Whoa!  Let me give you a little advice, though, that generally has worked for me.       

Hire Based on Character
As an HR Manager, I interview a lot for CHARACTER.  It occurred to me some time ago that when all is said and done, it is a person's character that best defines their fit into the organization. 

As a result, I like to use questions that help examine how they behave when their character is tested.  I hold to the belief that character is best defined when things are rocky and not going so well.    No, I don't put them through a torturous interview...under a heat lamp and such (tempting as it might be).  Instead, I ask questions that reveal a person's natural character tendencies.  Their tolerance to being frustrated.  Their hot-buttons.  I examine their integrity (decisions they have made when no one was watching).  How they handle themselves when they are under pressure.  

These traits I cannot teach!  I have to hire for them.  You can generally teach technical skills, but it's very hard to teach integrity, honesty, commitment....You have to interview and screen for these qualities.

Examples: 

1. Rich, share with me about a time when someone on your project team dropped the ball and you had to explain what happened to you boss.
2. Larry, tell me about something that frustrated on your last job?  What did you do about it? 
3. Kim, tell me about a time when you disagreed with your manager's decision.  How did you handle it? What was the result?  
4. Chris, tell me about a time when you witness someone doing something on the job that they shouldn't have been doing.  What did you do about it?

Chemistry
As an HR Manager, I have to feel comfortable with the person I'm interviewing.  As a general rule of thumb:  I have to like him; I have to trust him.  I'll never hire a person that I didn't like or that I didn't trust.  It's never worked out.  It winds up ugly, and I've kicked myself for having disregarded my intuition.  Trust your gut.  If the person has all the qualifications (they are "all that and a bag of chips...."), but something seems to be...let's just say...."off"...then trust your gut.  Don't hire the person.  Continue looking.  It's ok...trust me.  There are plenty more where they came from.  And you'll not be regretting something down the road. 

Manage Out Bad Performers
I once had a conversation with a supervisor-candidate, whereby I asked him to tell me about a person on his team that tested him the most.  He told me about a guy, Mike, who was a lousy employee, with poor attendance, bad attitude, disruptive to the team.  I asked him what he did to manage Mike, and his response was fantastic.  He said, "Sometimes you have to shoot one to save the herd."  (Ok, just to clarify....this guy was from Kentucky where they do a lot of deer hunting, and he was using a metaphor -- he didn't really suggest that he shot him).  But he went on to explain that the team was like a herd of deer, all reliant on one another. So when Mike was behaving badly, doing things other than working, the rest of them were more consumed by what Mike was or was NOT doing.  As a result, the team was dysfunctional and not performing.  They were bickering, gossipping, and frankly, were plain angry that no one did anything about it.  This supervisor understood that one of the most important things you can do for your team is to manage them (UP or OUT).  By removing Mike from the workforce, the team actually could breathe again, and started to perform well.  Hint:  if the team actually increases productivity when Mike is absent, it's a sign that his "contribution" is more of a detriment. 

The One That Tests You The Most
Managing performance involves a very clear process to address "course corrections" of poor/bad performance.  We'll talk about performance management later.  But, let me just leave this final note, a quote from Stephen Covey, author of the 7 Habits of Highly Effective People:  The secret to the hearts of the MANY is how you handle the ONE that tests you the most.  

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters....

www.actionhrconsultant.com

     

Unemployment - How It Works

A topic that hits a sore spot for most HR professionals is the topic of "Unemployment Benefits."  For many of us, it's also a mystery how unemployment benefits are actually awarded to the recipients.  So, I thought I'd take you through a crash-course on how the State of Indiana determines "unemployment benefits."

Let's start by taking a scenario:  

Jake is an employee with a small assembly plant.  He earns a base hourly rate of $10.00/hr x 40 hours a week ($400.00/week).  He's been employed for 2 years, but he's been a bit of a bad boy and has had some attendance issues.  Jake experiences a separation of employment for excessive absenteeism. 

Evaluating Criteria

The State of Indiana Department of Workforce Development considers the following when evaluating eligibility:

1.  How much has he earned in the base period (last 4 calendar quarters)?

• In Jake's case, the DWD (Department of Workforce Development) would first look at his average earnings across the base period to determine if he made enough money to first be eligible.  He  must also have base period wages totaling at least $2,750, with $1,650 of those wages earned in the last six (6) months of the base period.  In this case, he should have met the requirements.

2.  Is he unemployed "through no fault of his own?"

• In Jake's case, could the employer provide proof that he was discharged due to excessive absenteeism?  Could the employer show the handbook with the attendance policy?  Could the employer show all the documented attendance counselings that inevitably lead to his discharge?  Sadly, if the answers to the questions above is no, then he will likely receive eligibility for unemployment benefits.

3.  Is he "able, available and actively seeking" full-time work?

• In Jake's case, he will need to log and provide a list of companies where he had applied for and submitted resumes to in order to show actively seeking work.  However, if he refuses work, then he runs the risk of losing is eligibility for his unemployment benefits. 

How Can An Applicant Be Denied Unemployment Benefits?

Again, the burden of proof will fall upon the employer to show evidence of the following circumstances, however, an applicant would likely be declined unemployment benefits if he/she:

1. Quits/resigns employment without "just cause."
2. Gives false information on a job application,
3. Knowingly breaks an employer's rules,
4. Experiences excessive unexcused absences or tardiness,
5. Purposely damages the employer's property,
6. Refuses to obey employer instructions,
7. Reports to work under the influence of drugs and/or alcohol,
8. Consumes drugs and/or alcohol on the job,
9. Exhibits conduct that threatens the safety of others,
10. Is convicted and imprisoned for a serious crime, and
11. Exhibits a breach of a duty applicant owed his/her employer.

In addition, employers who fail to offer a timely response to inquiries verifying information provided to the Department of Workforce Development will experience losing a denial claim.  You have to quickly respond within the timeframe given or you will lose.

How It's Paid to Recipients

Employers pay a standard amount toward a "pool" each payroll period.  The amount "taxed" for unemployment is primarily driven initially based on their payroll amount.  If a separated employee were to receive unemployment, they will be paid out of the "pool" already provided. 

The following year, the unemployment deduction (rate) is re-assessed based on the number of claims from the previous year.  The deduction rate should (in theory) go down if the employer has very low turnover and few unemployment claims.  Likewise, the deduction will go up if the employer experiences a large number of unemployment claims.

Summary:  Unemployment is determined based on meeting certain criteria upon termination of employment.  Unfortunately, the burden falls primarily upon the former employer to provide evidence of the circumstances listed above.  Without written policies, documented counselings and consistent application to policies, the employer stands little chance of defending itself against claims of unemployment. 

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

http://www.actionhrconsultant.com/

"Let's Talk About Sex..."

A topic that still sweeps the courts with high-profile cases is sexual harassment.  You'd think by now that we would have evolved into a society where employees have finally figured out:  Thou Shall Not Fondle, Tease, Whistle At or Proposition Thy Co-workers.  But, sadly, sexual harassment is still as prevalent as ever.  

A Little History Lesson...

In the 1940's, "Rosie the Riveter" had entered the workforce to help support the war efforts.  In entering the "man's world," Rosie had to endure being pinched, groped, whistled at, and propositioned --"Hey, baby, how about a date?"  

There were no laws in place to prevent this type of behavior.  Rosie, if you wanted to work, you had to put up with this ugly nonsense.  Those cases are considered egregious and unthinkable in today's standards. 

Today's Personal Liability...

With laws NOW to protect employees (both women and men) from sexual harassment, Supervisors and Managers can NOW be held personally liable for their actions (or inactions to stopping the harassment).  This means that a supervisor who sexually harasses, or who condones sexual harassment of his employees can lose his house, his car, his entire life savings, and, of course, his JOB.  Additionally, the company is held liable for this supervisor's poor judgement, and can be sued for thousands and thousands of dollars.  

Although people are more educated on this topic, it still amazes me that sexual harassment is still as pervasive as ever before. 

Statistically Speaking...

Statistically speaking, 9 out of 10 women will experience some form of sexual harassment on the job.  Drilling this down, it means if you have a daughter, or a wife, a mother, aunt or sister, that there's a very, very high probability that she will be (or has already been!) sexually harassed at work at some point.  If that doesn't make your blood run cold, I'm not sure what would.    

Women aren't the only victims here.  Statistically, 2 out of 10 men will also experience some form of sexual harassment on the job.  Most commonly, men experience male-to-male teasing and baiting; however women sexually harassing men is not unheard of either.  

"Hostile Work Environment"

What the courts see now is what is called, a "hostile work environment."  This essentially means that an employee experiences a working climate where putting up with sexual jokes, innuendos, suggestive and sexual comments / discussions, is so prevalent, that it's essentially a condition of employment.  In this type of an environment, in order to keep my job, I have to endure listening to sex talk, sexual jokes, inquiries about my sexual history or sexual preferences every day.     

Employers, you can't put your head in the sand on this one. 

You have to be proactive.  This is serious stuff.  Defense costs for defending your company against a claim of sexual harassment runs on the average about $150K (and that's just the beginning!) 

Here's some suggestions:

1.  Have a clearly communicated Harassment and Sexual Harassment policy (written, posted, and signed-off by all employees).

2.  Train all employees on zero-tolerance to any form of harassment.

3.  Train your managers and supervisors on this.  Teach them what to look for, and how to handle a situation if someone comes to them with a concern.  Train them each and every year!

4.  Have a defined investigation process.  Document all interviews.  Document resolutions.

5.  Don't take this lightly.  You letting the person off with a stern warning will not necessarily protect you.  Zero tolerance means ZERO tolerance (not degrees of tolerance).

6.  Consider looking into Employment Practices Liability Insurance (EPLI) to help insure your company against legal fees related to someone's bad behavior on the job. 

Summary:  Even though harassment in the workplace is less "egregious" and "outlandish" it doesn't mean that it's gone away.  In fact, sexual harassment has taken more of a subtle, suggestive and pervasive appearance, called "Hostile Work Environment." 

The courts use a "Reasonable Person" standard to decide the fate of a company who didn't take immediate action when sexual harassment occurred.  I don't know about you, but I'm not at all comfortable relying on a "Reasonable Person" to decide how much harassment will cost my business.  

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

www.actionhrconsultant.com        

Workplace Social Norms: You Can Learn A Lot From A Monkey

An experiment was conducted in the 1960’s to understand the origination of “culture” (i.e., how accepted norms and practices come about).  Scientists were interested in understanding what drives the continuation of "culture" over the years.  Their findings were fascinating.

Five Little Monkeys

The experiment started with a cage containing five monkeys.  Inside the cage, hung a banana on a string and below the banana was a set of stairs.

Before long, one of the monkeys took the initiative to go for the banana.  As soon as he touched the stairs, the scientists used a firehose and sprayed all of the monkeys with cold water.  Reeling with displeasure, the monkeys hated the experience (apparently, monkeys dislike being splashed with ice cold water...go figure!) 

Then, the interesting part...they completely discontinued the cold water.   They removed one monkey from the cage and replaced it with a new one.  As soon as the new monkey saw the banana he went to climb the stairs.  To his surprise (and horror) all of the other monkeys attacked him.  After another attempt and attack, he apparently learned that if he tried to climb the stairs, he would be assaulted.

The New Guy

Next, the scientists removed another one of the original five monkeys and replaced it with a new one.  Soon afterward, the newcomer went to the stairs and was attacked.  What surprised them, however, is that the previous newcomer took part in the punishment with enthusiasm! 

After All Was Said And Done...

Continuing, they replaced a third original monkey with a new one, then a fourth, then the fifth.  Every time the newest monkey attempted to climb the stairs, he was attacked.  All of the monkeys that were beating him up, had no idea why they were not permitted to climb the stairs or why they were participating in the flogging of the newest monkey.   

Interestingly, after replacing all the original monkeys, none of the remaining monkeys had ever been sprayed with cold water.  They had only sprayed the original group once, and only once.  However, the lesson was quickly learned and passed along.    


No monkey ever again approached the stairs to try for the banana.  Why not?


Because, as far as they knew, "That's the way it's always been done around here." (Gee, does that sound somewhat familiar?)

Summary:  Culture is a composite of social norms that are passed on through observation and experience; and, in this case conformity to those norms is socially controlled through punishment.  Be conscious of the social norms you communicate to your team.  That which is reinforced, ignored, or punished establishes the norm of, "That's the way it's done around here."

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

http://www.actionhrconsulting.com/

   

Lessons About Office Etiquette

Not too long ago, I had a discussion with a colleague about office manners/etiquette.  It seems that manners have quickly eroded from our common everyday practices.  Sometimes issues arise when employees are unaware that their behavior at work may be disruptive or annoying to others.  Do not take it for granted that people share the same expectations for what is considered polite and appropriate behavior in the office! 

Business owners -- do your team a huge favor and establish clear expectations for appropriate office etiquette. 

Here's some expectations I would suggest you consider talking with your team about:

Break room Etiquette:

• Clean the microwave and break room after each use.
• Wipe off the table (and chair you used) as you leave. 
• Take home any food and food containers home on a daily basis.
• Pour out liquid from cups/cans before disposing into the trash cans.

Bathroom Etiquette:

• Keep bathrooms in an orderly and tidy manner.
• Wipe off the counter after washing your hands.
• Ensure the paper towel is properly disposed of.
• Refrain from talking on your cell phone while using the restroom. 
• Replace the empty toilet paper roll with a fresh one.
• Wash your hands after using the restroom.

Copy Machine Etiquette:

• Return copy machine and printer settings to their default settings after changing them.
• Replace paper in the copy machines and printer paper trays when they are empty.
• Retrieve print jobs in a timely manner and be sure to collect all of your pages.
• Be prompt when using the manual feed on the printer.
• Keep the area around the copy machine and printers orderly and picked up.
• Be careful not to take or discard others' print jobs or faxes when collecting your own.

Conversations in the Office Etiquette:

• Try to minimize unscheduled interruptions of other employees while they are working.  If appropriate, communicate by email or phone whenever possible, instead of walking unexpectedly into someone's office or workspace.
• Be conscious of how your voice travels, and try to lower the volume of your voice when talking on the phone or to others in open areas.
• Keep socializing to a minimum, and try to conduct conversations in areas where the noise will not be distracting to others in their workspace.  Try not to block walkways while carrying on conversations.
• Minimize talking between work spaces or over cubicle walls.  Instead, conduct conversations with others in their workspace. 
• Refrain from using inappropriate language (swearing) that others may overhear.  Refrain from jokes or statements that may be offensive to others.
• Avoid discussions of your personal life/issues in public conversations that can easily be overheard.
• Monitor the volume when listening to music, voice mail, or a speaker phone that others can hear.

Office Image Etiquette:

• Put extra office supplies back in inventory, rather than leaving them scattered throughout the office. 
• Organize and clean up your desk / workspace before leaving for the day.  Avoid putting files or papers in stacks on the floor.
• Wipe off your desk to keep it looking professional.
• Avoid excessive clutter and personal items collecting in your workspace. 

Summary:  I believe that "everything communicates something."  As a small business owner, you can positively impact the team and diminish drama and annoyance by making a clear statement of what you DO expect of your team.  As with any team, good directions usually makes them all feel like their rowing their oars in the same direction. 

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

http://www.actionhrconsultant.com/