Behavior-Based Interviewing

Are you the small business owner whose team has told you that you shouldn't be the one doing the interviewing? 

It's probably advice given to you because you haven't been successful in the past with asking the right questions.  It's ok.  This stuff is not easy.  Interviewing is an important activity that leads to potentially hiring a person into the organization.  So, I'm going to help lay out for you some advice to help you in the process.

Preparing For An Interview

Interviewing is important to both the company as well as to the candidate.  Managers should be prepared before going into an interview.

1. Review the job description (which should already be written and outlines the requirements of the position).
2. Review the candidate's resume ahead of time. 
3. Have questions prepared that help you keep the interview meaningful and succinct, not turn into a "chat." 

Behavior-Based Interview Questions

I suggest you develop questions that help you learn about the individual's experiences from his past.  This is called "Behavior-Based Interviewing."  Below are some examples:

• "Tell me about the best job you've ever had.  What did you like about it?"  The candidate's answer will tell me a lot about his preferences. 

• "Tell me about the worst job you've ever had.  What did you dislike about it?  What would you have changed if you were able?"  Again, it tells me about his preferences. 

• "Tell me about a time when you had a difficult co-worker you had to work with.  How did you deal with him/her?"  I like this question because it gives me insight on a person's tendencies when faced with conflict.

•  "Tell me about the best boss you've ever had.  Tell me about the worst boss you've ever had."  This tells me about what characteristics they prefer and others that they dislike in a Manager.

• "Tell me about a problem you had on the job that required you to think creatively to resolve it."  This tells me about the way the candidate looks at problems and uses resources to solve problems.

• "Tell me about a time you saw someone on the job who was breaking a rule/policy.  What was the situation?  What did you do about it when you saw it happen?"  This tells me their tolerance for other people's bad behavior.

Summary:  Remember that the employment decision is one of the most important decisions a Manager can make for the company.  Asking well-thought out questions will lead to insights about a candidate that may surprise you.  Apply behavior-based interview questions when you interview applicants.  The theory is that the past is the best predictor of future behavior.  And that's a whole lot better than fluff!

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

Employee Handbooks - How Important Are They?

As an HR Consultant, I've worked with a lot of businesses in the areas of employee relations, employment practices and legal compliance.  And I can tell you with great confidence, that even small businesses need to have an employee handbook. 

What A Handbook Does Is:

• It officially "communicates" to your employees your stance on certain policies and practices within your organization.

• It also serves to answer a lot of the basic questions that otherwise you'd have to take time out to explain over and over and over again to your employees.

• An employee handbook improves your legal defensibility when facing charges of discriminatory practices or when battling unemployment claims.  Its absence, in these cases, will be your demise.  You have no legs to stand on without a handbook.

A Roadmap To Success

A well-written handbook can be your greatest asset, and can serve as a cornerstone for your company.  This is because employees generally operate best when they know and understand what is expected, and they have a reasonable feel for what the boundaries are.  And a handbook lays out the roadmap for the company to handle situations consistently. 

Consistency Over Fairness

Believe it or not, employees would much rather have CONSISTENCY over FAIRNESS anyday of the week! 

What?????  It's true.  You see, "fairness" really depends on which side of the fence you're standing.  As an employee, I may not think your attendance policy is "fair," because it's restricting me and my choices!  However, it's hard to argue, even if I didn't like a policy, that I would feel better knowing that the policy applies to everyone. 

I would expect my employer to treat each and every "subject of the kingdom" exactly the same way every time.  As an employee, if I see a lack of consistency, my first defense is to point my finger, and say (in a snotty voice):  "What about this person?  What about that person?  Why didn't the policy apply to him?"  (Tell me, honestly, does this at all sound familiar????)  As an employer, you won't ever win your people's trust and hearts if you're not CONSISTENT. 

Oh, and by the way, if you ARE consistent, then you'll be perceived as FAIR.   

A Poorly Written Handbook Is A Liability

That all being said, a poorly written handbook is actually worse than not having one at all!  It can get you in a deeper hole if your policies are written in a way that lock you into a situation you had no idea would develop. 

My advice

Have an HR professional help you design a handbook if you don't one; or have the HR professional review what you DO have in place.  He/she will make sure that the handbook makes sense to your employees, and won't be written with excessive legal jargon. 

My Last Words On This

PLEASE refrain from getting pieces-parts of handbooks from the Internet! 

The most important thing you can do is make sure your handbook is rock-solid and legally-compliant.  Keep in mind that every state has its own state regulations that at times may supercede the federal compliance regulations.  The good news is you don't have to be the expert in employment law.  You just need to work with someone who is, and who is willing to help you.

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

http://www.actionhrconsultant.com/

Social Media: "Mining" For Candidate Information

I enjoy Facebook.  I'm not a raving lunatic with Facebook, but I enjoy occasionally looking up people and catching up with long-lost friends. 

However, as an employer, it would seem to be a virtual diamond mine of information I could learn about people.  Especially those applying for a position I've just posted.  And, frankly, why NOT check them out?

• It's free, uncensored, self-published information about a person's interests, thoughts/feelings, personal activities...
• It might help me when I'm considering two candidates for my Manager position posted.  One of them had a nice appearance, family pictures and no red flags; whereas the other candidate had recently recently posted some pictures of himself taken when he was passed out on his lawn Saturday night.   
• Or, it might reveal the candidate who's so angry with her employer that she publicly bashes and bad-mouths them to all of her Facebook friends.   

Good enough reasons for me to continue looking!
 
What I can tell you is that right now, there's no specific legislation that precludes employers from looking at someone's Social Media page (if it's accessible).  So, the good news is that it's not illegal to check these sites out.  However, enter with caution....

• Facebook, MySpace or other Social Media venues offer information that otherwise, you as a hiring manager, would not know about prior to meeting the applicant.  Specifically, it's fair to say that if you see a person's picture, you are able to get a pretty close approximation of data that otherwise would be protected (i.e., race, ethnicity, age, disability).  So, understand that the more you know, the greater the risk is of claiming discrimination if you don't hire them.

• These venues provide you the ability to get a feel for a person's personality, personal preferences, perhaps even their "extra-curricular" activities (how they spend their time outside of work).  Again, I'd advise you proceed with caution.  None of this information would/should ever necessarily be brought up in an interview, and you are potentially making employment decisions on factors outside of work skills, qualifications and the ability to perform the essential job functions. 

But, if you're still intent on checking out someone on their social media page, then you might consider the following suggestions:

• Do so after you've determined that they are qualified and eligible for hire.  In other words, do so after the preliminary phone screen or after the face-to-face interview.
• Do so unilaterally with all qualified applicants.  If you're going to scope out one, then do the same for all at the same point in the process.
• Consider having a non-decision-maker (like an Admin. Assistant) do the research, rather than you, and have him/her only provide you with the essential information learned (education obtained, employer, etc.), rather than some of the peripheral information available (such as hobbies and special interests, family status, etc.)

Suggestion:  Keep your eyes open for this topic to hit the courts sometime in the future.  Already, there's been challenges around certain protections (under the National Labor Relations Act) for people "venting" on their Facebook page.  Tread carefully, but wisely. 

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


  

Recruiting With Social Media

When it comes to filling a much-needed position, small business owners might feel disadvantaged.  If you're a small business, you probably don't have a large budget for advertising and promoting your company's needs.  Well, I know a lot of small businesses who've figured out the remarkable advantage of social media when it comes to hiring.  Small business owners are using social media (like Facebook, Linked-In, MySpace, and Twitter) to promote that they're looking to fill a particular position and they're able to fill it via word-of-mouth. 

In short, by letting your networking work for you, you simply post that you're looking for a reliable and committed person to fill a new "Bookkeeping" position for your firm.  That announcement (posting) goes out to your 400 or so network connections (per Social Media application), and viola, surely someone knows someone who is looking for a great opportunity! 

It's really true, 90% of most jobs in the market are never "posted" in the newspapers or on Careerbuilder.  They are filled word of mouth.  What better way to get your message out to people you already know, and who may be able to positively vouch for you and for your business! 

Social media can be a huge asset to a small business looking to grow.  Plus, you can learn a lot about a potential candidate by simply "Googling" them or checking out their Facebook page. 

There are a great number of pros with using Social Media to help you find the right people.  Mainly its primary advantage is to efficiently communicate to your network that you're on-the-lookout for someone great! 

But, there are a few cons you need to consider as well...and I will talk about the potential problems that can arise from "scoping someone out" on their Facebook (or similar social media)  page as a part of the hiring process.

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

Properly Handling Separations

A Choice Of Words

It's a personal choice of mine, but I rarely use the word, "Terminations" when I speak on this topic.  I associate the word, "Termination" with the "Terminator" movie, and all that comes to my mind is a gun to the head.  Instead, I chose to use the word, "Separation" because it reflects a divorce or an official parting of a relationship.  That's what we're going to cover today.  How to effectively handle a separation with an employee.

One of the hardest parts of managing employees is handling the uncomfortable, often emotional, responsibility of letting someone go.  I suppose that the moment it becomes ho-hum, is the moment you realize that you've done it too much and it's probably not a good sign. 

But, regardless if it's hard for you, or it's easy for you to do so, separations must be handled with respect and care.  Keep in mind that it's a lot harder being the one to receive this news than the one that's having to give the news....so my advice is always try to maintain their self-esteem and dignity however possible.

Some Tips On Handling Effective Separations

Good performance management up-front! 
Employees who are let-go due to performance, attendance, or failure to comply with policies should always be managed before you get to this point.  And when I say that they should be managed, I mean that it should be well-documented that we've managed this person's poor performance.  If you've managed the performance, and you've followed the steps of discipline, then this meeting is the final meeting you'll have with the employee.  In short, they should never be caught by surprise that you're separating with them.   

Don't chit-chat! 
When you call someone to your office, don't strike up a chit-chat session before you tell them what it is you needed to speak with them about.  They're scared.  Their head is spinning.  Their heart is racing.  And it's terribly cruel to them to make them wait to hear what you need to tell them.  Just explain why you need to talk with them and get it over with.  Don't belabor the conversation.  You should explain that you've made a decision to make a change resulting in a separation of the employment relationship because of ......

Focus Them On Next Steps. 
Once you've informed them of the decision to part ways, then roll into explaining how unemployment works, what's going to happen to their benefits, what COBRA is about, how you will handle questions regarding verification of employment, how they wish to handle their final paycheck (mail it or come pick it up), and agree on how to handle their personal effects at their workstation or locker. 

Save Face
To "Save Face" try to have someone available to go pick up their immediate personal effects, and arrange a time when they can come in after-hours or on the weekend to get the rest of their belongings (if it's a desk they need to clear out). 

Escort Them.
Have someone, other than you (the "Terminator") to walk with them out to the door.  Keep it on the down-low as best you can.  The less "drama" and "visibility" there is, the better it will be for the recipient of this sad news. 

Separation Agreements
Separation Agreements are a possible option as well.  Consult with an attorney if you're interested in drafting up a separation agreement.  But a separation agreement generally is developed as a "parachute" for the separated employee to receive continued pay (or lump-sum pay) and benefits for a defined period of time in exchange for their agreement to waive their rights to take legal action against you. 

Last steps.  
If you anticipate the conversation to become ugly, consider asking another manager to sit in while you're handling this situation.  As far as handling the notification to the workforce, you should explain that "(Employee Name) is no longer working here, and as a team, we need to make arrangements to handle the additional workload until you fill the role again."   Don't forget to document comments that were made during this discussion and keep all employment records in accordance to records compliance requirements.

Summary:  No doubt, this is a very difficult conversation to have with someone.  No doubt, it is delicate and hard to do.  But, in many cases, it's how you deliver the message that matters as much, if not more, as to what you say. 

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

Swimming with Sharks: Dangerous Interview Questions

As an HR Consultant, I am frequently asked questions about good HR business practices.  Today, I'm going to touch on interviewing again.  This time, though, I'm going to take a moment to talk about the types of interview questions that you should avoid because they are dangerous....in other words, they lead to illegal questioning. 

The best rule of thumb is to stick to questions that are directly job related.  Use the job description, which should be already written and used as an integral part of the interview, to develop questions.  Have the questions pre-prepared before you meet with the candidate.  

Questions that are dangerous include:

1.  "Are you married?" or "Tell me about your family." 
Marital status is not job-related, and asking this is simply asking for problems (such as discrimination based on marital status and/or sexual preference).  In addition, it runs into further "dangerous waters" with regard to further discussions around spousal work, plans for having kids, how many kids the applicant may have, potentially to learn about the candidate's need for company-sponsored benefits.  Yes, indeed, these are seemingly harmless, but clearly can be trouble just waiting to happen.

2.  "What church do you attend?"
Religious preference, in most cases, is not a bonified occupational qualification.  You should avoid asking anything at all to do with religion.  It is not work-related and invites problems. 

3.  "How old are you?"
Unless the applicant is under the age of 18 (whereby protected by child labor laws), this question should not be asked whatsoever.  Furthermore, avoid trying to circumvent the question by asking the individual when he/she graduated from high school (it easily gives away the individual's age).

4.  "So, Ms. Lapekas, what type of name is 'Lapekas' anyways?  Is that Greek?"
Again, this is in no way, related to being able to perform the job.  It lends itself to potential to discrimination based on ethicity / national origin.

5.  "What do you like to do for fun?"
Ok, again, it may seem like a perfectly harmless question on the surface.  But, it's not job-related.  It's a can of worms waiting to be opened.  By asking this, a candidate may feel obligated to answer the question and may reveal information that might potentially lead to discriminatory practices.  You may learn information about a candidate that could be used against you if you DON'T hire him. 

6.  "How do you feel about unions?" or "Have you ever been a member of a union?"
This is very dangerous.  Because if the applicant were pro-union, and you elected not to hire him based on this information, you run the risk of discrimination and you'll be getting a little visit from the NLRB.  Be aware that the unions employ "salts" to infiltrate a place of work with the agenda of trying organize the place.  These salts are also well-trained to know that it's illegal to ask them if they are pro-union or not.  Don't step on that rattlesnake -- it will likely bite you.

7.  "Do you have any medical problems that I need to be aware of?" 
This question is dangerous on multiple levels.  For starters, it leads to problems with discrimination based on disability or perceived disability.  It also violates health information privacy.  What you can (and should) ask is, based on the job description, if the applicant is able to perform the job functions with or without accommodations.  But stay away from asking what specific disabilities or medical problems the candidate may have had. 

Summary:  Stick to questions that are specifically job-related.  Some questions are off the beaten path from the job, and should be avoided. 

But Kathleen, what happens if an candidate discloses information without me asking?  More on that next time....



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


                

"You Can't Judge A Book By Its Cover" - Do Background Checks To Be Sure

Imagine the nightmare of waking up in the morning to see on the local news that your company had an employee who committed a workplace shooting or who was arrested for operating a drug ring at your workplace. 

People won't likely remember the name of the employee, but the name of your company will burn in their minds. 

"What did I miss?" you ask yourself.  "He didn't strike me as the type to do something like that.  I didn't see that one coming..."  Listen, it doesn't do any good to beat yourself up.  Look at what you can do differently going forward.  Over the past 17 years of HR, I've encountered a good percentage of highly educated, sophisticated and intelligent candidates whose criminal past was alarming.  And one thing I've learned is clearly:  You can't tell by looking at a person whether or not he's not an employment risk. 

When employers are hiring, a critical step, unfortunately, that often gets overlooked, is doing a background check.  Employers who skip this step are invariably opening themselves up to potential liabilities (that can be easily mitigated by digging into someone's past a bit).    Worst of all, companies that hire folks with a criminal past accept the liability of "negligent hiring."  When an incident of workplace violence occurs at the workplace, companies have later been sued for thousands of dollars because of their "negligent hiring" (they failed to check criminal histories and hired someone with a past history of violence).

A simple background check can prevent hiring employees with a history of violence, theft, drug use, fraudulent SS numbers and falsified applications.   Background checks should include criminal history (national, state and county), sex offender registry, verification of SS#.  You can purchase additional checks such as employment verification, education verification, driving record, etc.   

My suggestion:  Spend the money upfront to have a well-respected background check company do the work for you.  Develop a good relationship with the background check company.  They generally charge based on volume, but a basic national criminal should run around $25.00 (for multiple state and county checks, there will probably be some additional costs).  Trust me, it will give you peace of mind knowing what's behind the curtain of someone's past history.  One thing is for certain:  You can't judge a book by its cover.    

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

Playing Russian Roulette - Drug Testing is a Must for Small Businesses!

Employers should be very prudent and wise when hiring.  The hiring decision is one of the most important decisions a manager can make.  Today, employers have little choice but to look behind the curtain!  You need to be wary and careful so that you don't inadvertently invite problems into your workplace.  Today, I'm going to touch on Drug Testing. 

Drug users are a huge problem, especially for small-sized businesses.  They experience higher absenteeism, higher accident-rates, higher costs to insurance, lower productivity, and higher incidents of employee relations problems (theft, violence, and low-employee morale). 

Here's a hair-raising statistic!  Statistically, 1 out of every 3 applicants test positive for an illicit (illegal) drug.  Marijuana is the most common drug found in drug screens.  Also, we find Cocaine and Methamphetamine are extremely common. 

I recommend companies:

• Provide training on substance abuse awareness.
• Implement a substance abuse policy.
• Implement drug detection methods such as "Pre-Employment," "Post-Accident" and "Reasonable Suspicion" Drug testing. 
• For maximum effectiveness, I recommend implementing random drug testing.

Let me share a quick story to illustrate: 

Two large retail chains were competing in the community for the same applicant base.  Both had placed their applications at the front door for walk-in traffic to see and apply for a job. 

One had posted a big sign at their applications box announcing:  "We  require Pre-Employment Drug Screening."  Their competitor did not.  

Watching an in-store camera, they observed a large number of walk-in applicants (my guess is 1 out of every 3 applicants), who reached for the applications, read the sign, and put the applications back.  (Hmmmmm......those folks probably went to apply at their competitor who did NOT do Pre-employment Drug Screening).       

My advice:  You'll need a drug testing policy that you can implement for your current team.  And you can purchase 5-panel urine analysis kits for approximately $10.00/each.  Hire an HR Consultant to develop your program and offer training to your workforce.  Seriously....today, it seems ridiculous not to invest in this inexpensive measurement to deter hiring in employees whose "extra-curricular activities" might pose a problem for your workforce. 

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

No-Gossip Policy "Pointers"

Gossip is talk or chatter that is personal, sensational or intimate in nature.  It almost always involves talking about a person (in their absence) or a sensational bit of news that may cause disruption or concern within the workforce.  It’s a force to be reckoned with!  And it’s the responsibility of the Manager to deal with gossip in the workplace. 

In my previous blog, I had written about some basic strategies employers can use to help control gossip in the workplace.  One trend that we’re seeing now is that employers are implementing a “No-Gossip” Policy in the workplace.  As you consider this “cutting edge” approach to an age-old problem, you must also consider the following: 

1.   Be Careful:  Drafting a policy should be done with great care to differentiate between general positive workplace conversations, and toxic, hurtful behaviors.  

2.   Consequences for Leaks:  You'll want to clearly determine what consequences you set forth if employees violate the "No-Gossip" policy.  I would suggest progressive discipline might be the most appropriate means to handle it.  Again, the intent behind progressive discipline is to TEACH a behavior. 

3.   Policy is for Everyone:  You must ensure that you and your team enforce the "No-Gossip" policy consistently across the board (no one is "exempt" from the “No-Gossip” policy, including managers who are sometimes the worst “offenders” of this). 

4.   Morality Police:  Do not place a "morality standard" to the policy.  In other words, do not let a person's "intent" govern your decision.  You must ensure consistent treatment to the person who gossiped "out of concern," to whereas another gossiped out of maliciousness.  If both had the same ill consequences, then they have both violated the policy, and both must be disciplined.  The concern is not about INTENT, it's about IMPACT.

5.   Whistleblowing Exception:  Take great care to ensure that you carve out an exception for whistleblowing (notifying the company of concerns of illegal or immoral activity).  Any no-gossip policy should note that employees will not be disciplined for reporting said concerns.  Make sure that the policy clearly permits individuals to discuss concerns of alleged discrimination, and other illegal activity and that it states that the company will not take any "adverse action" against employees who oppose unlawful conduct or activities. 

6.   Electronic Communications:  Don't forget to ensure that the policy applies to electronic communications as well, such as e-mails and texts.

In summary:  As an employer, you set the tone for the communication methods in your company.  Remember that frequent and effective communication with your employees builds trust, cohesion and negates the need for the "Rumor Mill."  Employers should also consider implementing a well-written "No-Gossip" policy that all employees sign acknowledgment and will agree to abide by as a condition of continued employment.  Above all else, Managers cannot ignore complaints of inappropriate behavior and should not just "blow off" office gossip as a trivial issue.

I Heard It Through The Grapevine - Dealing with Workplace Gossip

Nothing, to my knowledge, has been invented yet, that is more efficient than a workplace "grapevine" for getting information spread throughout a company.  It's frustrating.  It's typically counter-productive.  And it sucks up all productive time just doing "damage control."  Gossip is insidious, and permeates through the best defenses.  People cannot contain themselves from discussing what they may have heard. 

It is my long-held belief that in the absence of information, people will make up their own information (let's call them "theories") and pass these "theories" along to others.  It doesn't take long to get out of control. 

What can be done about it? 

I wish I had a “sure-fire” solution; but, I can tell you, having managed several plants with hundreds of employees, that the best defense is a good offense.  In other words, communication is key. 

Take away the mystery!  Spoil the enjoyment of gossip by giving them information!  People want information. If you have a good standing practice of regularly meeting and communicating with your people, and keeping them informed on matters that concern them, the gossip generally can be diminished (considerably). 

Have a “No-Gossip” Policy:  The other thing I've noted is that a company should establish a standing policy regarding gossip in the workplace.  While you cannot necessary stop people from talking, you can take proactive actions to address it before it starts. 

More on how to develop a good “No-Gossip” policy next time….

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters....

http://www.actionhrconsultant.com/

kathleenlapekas@consultant.com

Handling Employees With Body Odor - What's that Smell?

Delicate Discussions?
Ever had to work with someone who, quite frankly, smelled offensive?  Talk about an uncomfortable situation!  It's not an uncommon problem, unfortunately.  It's awkward having to talk with someone about something so personal as their personal hygiene.  But, as a Manager, you have an obligation to the workforce to deal with this little "delicate" problem.  Chances are, the "offender" is completely unaware that everyone in his presence has watery eyes and tries to avoid him at all costs.  So, what can you do (besides have a company-wide training session entitled:  How Soap Works)?  How do you approach someone who's creating an olfactory-related "hostile" work environment? 

Just Spit It Out
I have always taken the approach that I'd appreciate it if someone were to privately point out if my fly were unzipped, or if I had broccoli in my teeth (imagine how humiliating it would be to be going around smiling and talking with people and then notice hours later that I had something stuck in my teeth).  But, body odor is a little different.  It's more delicate.  And it requires a little more tact.  It doesn't have to become a big harry ordeal, but it's definitely something that should be discretely handled. 

I'd meet privately with the "offender" and approach him, kindly and tenderly with something like this:

"Don, I need to talk with you about something that, quite honestly, is a little uncomfortable for me.  However, I need to share with you that it's becoming an issue that we need to get addressed.  Your body odor is becoming a problem.  I can tell that it's not something that you are aware of, but I wanted to let you know -- so that you could do something to address it.  It may be that your body chemistry has changed, because I know that can happen as time goes on.  But, Don, I really need you to do something about this problem right away.  What do you think you could do to work on this?"

I've had to have conversations like these, and although it's uncomfortable, I've found that people are generally embarrassed, but are truly THANKFUL that you talked with them (privately and respectfully) about it.  I've never had anyone get mad or huffy about it.

What NOT to do:

• Don't make a joke out of it.  It's embarrassing, but it's not funny.  Making a joke out of it may confuse the person, and he's not sure if you're being on the level, or if you're pulling his chain.

• Don't be too subtle and indirect, such as suggesting someone try this new deodorant you just found in the supermarket.  Some people will not understand that this is a gentle suggestion, and it'll make you sound like a complete kook!  Just be a straight-shooter.  Communicate what you have noticed, and ask the offender to do something to address it.

• Don't pit your people against one another by stating, "People are complaining about it."  It's better if the message feels like it's coming from you (one person) rather than from the entire department!  

Thank Them For Taking This Seriously
Thank the person for hearing you out and taking the message to heart.  After you've noticed it's getting better, make sure you go back to tell them (privately) that it's better.  They need that feedback.  If it doesn't get better, then you need to probably do something a bit more dramatic (like a written disciplinary notice for non-compliance to your Dress Code / Personal Hygiene policy).  But, I assure you, if you handle it right the first time, it won't come down to that.  

Kathleen Lapekas - PHR
Action HR Consulting
For Personal Attention To Personnel Matters...

http://www.actionhrconsultant.com/


       

Discipline -- Rumble Strip on the Road of Performance

It's Hard To Discipline Adults
Discipline, for most managers, probably drops to the bottom of the list of things they like about doing their jobs.  Why is that?  I believe that, in general, most people really do not enjoy conflict.  They view discipline as a withdrawal from the "Emotional Bank Account" with their people.  However, at times, it's one of the most important things a manager can do to help his company. 

Discipline = To Teach
Perhaps, what might help, is reframing your paradigm a little regarding discipline.  When most people think of the word "discipline" they immediate think of punishment.  However, consider that the root of the word "discipline" is disciplina (in Latin), and it means, "a body of knowledge."  The verb, "to discipline" in Latin is exerceo, exercere, which means, in the sense of 'to exercise, to train, to teach.'  This is where we get the word, "disciple" which means "a teacher."  Instead of looking upon "discipline" as punishment, reframe your mind that "discipline" means to teach and correct.

With a teaching-perspective, managers should recognize how important "teaching" is to the process of an employee learning.  Learning what he did correctly (through recognition) and learning what he should do differently (through correction).  

"Rumble Strip"
To use a metaphor, let's consider when we're driving our cars, we stay between the two white lines on the sides of the road.  These are called "guidelines."  Guidelines are there in order to communicate expectations.    The guidelines tell drivers to maintain their vehicles between the two lines in order to (hopefully) get to their destination safely. 

If a driver crosses the white lines, then invariably he runs over "rumble strip" which is meant to communicate to him that he's driving over the edge and is meant to alert him to get back between the guidelines.  Every driver, at some point, probably has experienced this, and in a way, appreciates the rumble strip because it warned him that he was too close to the edge and may have driven off the shoulder into a ditch (or worse). 

Discipline is like the rumble strip.  It's a "course correction" that informs the employee that he needs to get back between the two lines.  It communicates that his performance or behavior is nearing the edge, and in order for him to remain in-tact, he needs to get himself back on the road and stay between the lines. 

"Houston, We Have a Problem"
And if he continues to veer off the road, the rumble strip will consistently remind him of his course correction.  Still continuing off the road, one of two things will happen:  either he drives into the ditch (equivalent to getting fired) or he's stopped by the cop that tailed behind him thinking he was a drunk driver (also equivalent to getting fired).  Either way, there's a clear message being sent, and a clear and consistent consequence to continued bad performance/behavior. 

  

You're Teacher and Enforcer
As a manager, you are both the teacher (the guidelines), and you are the communicator of correction (rumble strip).  Your role is extremely important.  Your employees need to know the expectations of good performance (safe driving); and your employees need to know the consequences of bad performance (driving off the edge).  You have to be consistent with both messages.

Some thoughts on how to do this well:

1.  Have (and consistently enforce) a progressive discipline policy ("road guidelines").  Be fair and consistent when you apply this policy.  Avoid skipping steps of progression, unless the conduct was blatantly egregious or dangerous.

2.  Always discipline in private.  Private correction is always more effective.  The recipient is less defensive and not embarrassed in front of his peers.  As I've said in my previous blog, "The secret to the many is how you handle the one that tests you the most."  If you discipline publicly, those who witness this will only assume that if roles were reversed, that you'd do the same to them.  You lose trust.  You lose credibility with your people.  They will not follow you, and may even demonstrate civil disobedience when you're not watching.  To build trust, you always praise in public, and discipline in private. 

3.  Use a standard disciplinary action form (using a form communicates significance of the message).

4.  Review the document with the employee, and allow the employee to explain the conduct.  Giving him an opportunity to explain will lessen the emotion and anger, and will in fact, give him a chance to emotionally exhale a bit, so he's able to diffuse his hurt feelings.  Don't restrict him from talking.  No one learns well when he isn't given a chance to ask questions or clarify understanding.  Let him speak his peace.  It may not change the decision, but he will feel as though he was heard (and that means a lot!) 

5.  After the discussion ask him to sign the document.  If he refuses to sign, explain that his signature does not admit he agrees or disagrees, but simply acknowledges that you had this conversation together.  If he still refuses to sign, that's ok.  Just bring in another manager/supervisor as a witness, write "Employee Refused to Sign" on his signature line, and have the "witness" sign on the bottom.     

Other considerations with regard to discipline:

Deal with the situation immediately
Take action immediately so that the employee doesn't continue on the "rumble strip."  Then, get in the habit of documenting significant events there and then, while the situation is still fresh.    The courts consider if it wasn't written down, then it never happened.  You stand no chance of defending a lawsuit without written documentation.

Avoid repeating steps of progressive discipline. 
Prosecuting lawyers love to see where the defendant (The Company) has given numerous repeated warnings.  The more repeated warnings, the less "meaningful" the message.  It also sets the stage for potential inconsistency and thus for claims of favoritism or discriminatory treatment.  

Avoid skipping steps of progressive discipline
Unless the situation was due to gross negligence or gross misconduct such as extreme safety issues or extreme misconduct (fighting, threatening, insubordination, etc.)  Be consistent and document when you experience situations where you DO decide to skip steps of progression.  

Manage Performance and No One is Surprised
You decrease chances of lawsuits if you "manage performance" (on paper) with an employee.  Why?  Because, in cases where performance was managed, they're not surprised if you have to let them go, because they've been fairly warned.  A good rule of thumb is that employees should never be "caught by surprise" that the company is terminating their employment (except, perhaps with a reduction in force or layoff).   

I'm not suggesting that handling employee discipline is easy.  However, by handling it as a teaching opportunity, you will lessen the stress, and probably increase the effectiveness of your message.

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

www.actionhrconsultant.com

 

Small Business Owners...It’s a War on Talent Out There!

Why Is It Hard to Find Good People?
With unemployment bouncing between 9-10% these days, it boggles the mind why it seems so hard to find good people.  The reality is that, some of the best candidates may be currently working, and may be nervous about making a change.  Alternatively, candidates that are not working are out of the loop as to what openings may be out there.  Businesses need to be proactive by developing strategies for attracting the right talent.  Companies should consider the following strategies for staying ahead of the curve: 

Know the needs of your workforce 

      Consider what might be most important to your employees (flexible work schedules, time-off, incentives, involvement / recognition, benefits).   Consider these may also be the needs to prospective talent, and should be promoted as attractive features to joining your organization. 

Build talent internally 
Companies need to do regular “succession planning,” and offer internal job movement whenever it’s possible.  Most people are eager to grow and expand their influence, but need a venue to do so. 

Scout for talent all the time 
Be on the lookout for outstanding performers all around you.  The person at the local fast-food chain who consistently demonstrates outstanding customer service might be ideal for your company.  Create openings when you find a good person.  Also, companies may consider temp-to-hire to let a person enter the organization as a “try-out” before hiring them full-time. 

Move quickly
Don’t let your processes take too long!  It’s good to be thorough, but it’s not good to be slow.  The best candidates have options, and if your company is slow on the draw, you risk losing them to another opportunity.

Use referral programs 
Good people generally know good people.  Use your best people as a source of talent scouting.  Reward your internal scouts for helping promote the company to people they know would be a good fit for the company. 

Promote the company through community involvement 
Community involvement builds the company’s “brand” and associates the brand with “good things done for others.”  People generally want to work for companies they are proud of, and the good deeds communicate volumes about the company and its values.

Maintain competitive wage / benefits structure
Consider variable / incentive-based systems to reward high performance. 

It’s a war on talent, and smart employers recognize the importance of attracting and keeping the best people on the team. 


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