What is a "Valuable" Employee?

What is This Intangible "Value" We Speak Of?

I frequently hear companies purport that their employees are their "most valuable assets."  Although I understand where the company may feel that way, I don't think many companies know what this means.  How do you truly equate "value" to an employee?  Is it a dollar-value that you place on an employee's head? If that were the case, then I can see some employees who may feel they are "depreciated" on the books....

Hiring for Ideas

It occurred to me that the "value" an employee can offer to a business is both his/her actual experience and IDEAS.  I suggest that if you're an employer, you should look to hire employees who have IDEAS in their heads.  When interviewing, you should ask candidates what ideas they may have developed in the past to improve their efficiency, quality of work, or safety at work.  You may even ask them what ideas they may have for marketing or business development for your product or service!  You never know what you might encounter.  (Keep in mind, every person is also a consumer!)    I assure you that newly hired employees WANT to make a mark quickly in the company.  They bring new and fresh perspectives that offer you something no one else can!  

Your Current Team

As for your existing team, consider the "value" of their ideas (having more knowledge of your business and what may or may not work).  Pull your employees into the fold and ask them to share their ideas and opinions.  People want to feel as though they make a difference and create value for their employer.  They don't like being seen as "overhead" or "labor cost" but rather as a valued addition.  You may just find the "value" you've been paying for has been there the whole time!      

One Final Note

In truth, I personally don't like the term "asset" when it comes to people.  People are not assets that depreciate value on the books.  They are not acquisitions or materials that can be bought and traded.  People are resources to be invested in, and enriched to get a return on your investment.  I suggest considering changing your verbiage to, "Our people are the most important resource to our business."

For Personal Attention to Personnel Matters....

Kathleen Lapekas - PHR 

Action HR Consulting

812.457.1068

kathleenlapekas@consultant.com

Be Slow to Hire, But Quick to Fire...

Today, I met up with a business manager who shared with me that her company has to hire a new sales person.  She shared that her small business hasn't hired a person in a very long time, because fortunately, they have a cohesive group and haven't lost anyone in several years.  Now their business has expanded and she needs to add another team member, but she is (wisely) a little apprehensive about bringing on a new team member knowing that introducing an "unknown" may change the great team chemistry that exists there already. 

Take Your Time Before You Decide....

My advice to her was, "Be slow to hire....Take your time."  Hiring a new team member is one of the most important decisions you make for the organization.  Consider that it's also one of the longest-term business decisions you can make, and you may have to live with the decision for a long time.

Be Quick to Fire

In the same breath, though, I also said, "...and be quick to fire."  What I mean, is that if there's a team member  that seems to clearly pull the rest of the team down (destroying the team) through performance or conduct / behavior (I refuse to use the word "attitude"), then, absolutely, be quick to make the decision to let the person go.  Don't let the team suffer because you struggle with mustering up your courage.  Don't run the risk of losing other good performers because it's not convenient to go short-handed. 

Waiting to Exhale

Ever notice that when a poor performer is finally released, how much more smoothly the team runs?  It's as if the team has been waiting to exhale.  After finally letting go of the one that stirred up the team for so long, there's almost a calming feeling in the air, and everyone feels relieved.  That's because drama is negative energy and it's distracting and unhealthy.  Removing that element makes the entire team function better. 

Someone once coined it, "Sometimes you have to shoot one to save the herd."  I couldn't agree more; especially when that "ONE" is the person you spend 90% of your time having to run behind and do damage control.  Be decisive and quick to take out the bad apple before it spoils the whole bunch.

Summary

Hiring is one of the most time-consuming parts of managing a business.  But, while it takes time, it's also well worth the time when you hire the right person the FIRST time.  But, if you realize that you made a mistake by hiring the wrong person, don't hesitate...fix it.  Let that individual move on to a job that they will be happier with, and save the team from misery. 

Kathleen Lapekas - PHR

Action HR Consulting

For Personal Attention to Personnel Matters...

www.actionhrconsultant.com

Job Descriptions Are Important (Like Having Bullets in the Chamber)

Do You Feel Lucky, Punk? 

As an HR Consultant, I encounter a lot of small businesses that have never developed written job descriptions for their company.  They subscribe to the myth that a job description is not important and is fluff.  Or, they believe that if they put the job down in writing, the incumbent will hold their feet to the fire that the "job does not include 'XYZ' because it's not written on the job description." 

A Bullet In The Chamber

Both of these myths are completely wrong.  But, I suppose, unless you've been involved in defending your company against an EEOC claim or involved with having to manage performance of a failing employee, you may not realize how important a well-written job description can be.  Like the Old West, you never want to be challenged to a draw at 10 paces without a bullet in the chamber.

Your Defense Against Claims of Discrimination

A job description is your best defense against a claim of discrimination.  You have it identified clearly and concisely what the job entails, the educational and experience required to competently perform the job, and the physical requirements in order to perform the tasks.  You are the one who establishes the criteria.  You are the one that decides what is considered "qualified" versus "not qualified."  But you'd be wise to write down these criterion so that you are consistent in your hiring, firing, and performance management practices.

What Should Be Included on a Job Description?

Job descriptions are generally written as a broad brush-stroke to identify the essential functions of the job.  These are the key tasks and duties placed upon the incumbent holding this position.  The essential job functions outline what types of responsibilities, duties and tasks the incumbent will be doing as a course of performing the job.  A good rule of thumb is to look at what a person should be doing 80% of the time through the course of doing their job.  The other 20% is usually less "essential" and more categorized as "other duties as assigned."  That 20% is peripheral to the job, and although they may do these tasks/duties upon occasion, the majority of their work encompasses the initial 80%.

Job descriptions should also have identified requirements of previous related work experience, educational requirements, certifications or specialized training required. 

Don't Forget the Physical Requirements!

Additionally, job descriptions have the physical requirements of the position clearly identified.  This is particularly important when defending your company against a claim of ADA (whereby, you discriminated against an applicant based on their disability).  If you have no job description written to show the physical requirements of the job, how can you claim that someone could not perform the job?  How can you defend against someone who claims you illegally discriminated against him when you haven't defined (in writing) what the job would require?

Most Jobs Require Personalities, Too...

(go figure!)

I've never personally encountered a job that didn't require some degree of people skills and personality traits to do the job well.  That's why it's important to include the interpersonal skills, personality traits and qualities that are required of the position. 

For example, a position may require someone who has the ability to handle himself well under tight deadlines and under pressure.  It would be good to add this into the job description.  You can interview and then select candidates who carry themselves well under pressure. 

Or perhaps being team-oriented, results-driven or self-directed is important to the job.  Include, and by all means, interview for these traits in a person!  By doing so, you can identify the "spurs" before having to give someone the "boot!"  (Ok, that was a sad attempt at Old-West humor...)

Summary:  Put it in writing.  Don't assume that everyone's on the same sheet of music when you're hiring or making employment decisions.  The job description is one of the most important HR documents you can have in your arsenal.  And Parter, it just might save you in a legal gunfight.      

Kathleen Lapekas - PHR

Action HR Consulting

"For Personal Attention to Personnel Matters..."

http://www.actionhrconsultant.com/ 

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/