You may spend most of your waking hours with the people you work with, but does that mean it's a good idea to sleep with them? What I find most interesting about this topic is that even in this day and age, the topic is evergreen. Here's what I mean.
In early 2004, I was invited to appear on The O'Reilly Factor, which airs on the Fox News station. The topic was sex in the office. Bill asked for my opinion as to whether or not I thought sex was happening in the office during work hours, as well as after hours. We also discussed sexual harassment in the workplace. What I didn't know at the time was that the producer, who brought me on the show, was allegedly being harassed by Mr. O'Reilly.
Fast forward six months later, and Bill's producer, Andrea Mackris, was accusing him of sexual harassment. Obviously Bill didn't listen to what I had to say. We never really learned if Bill was guilty or innocent, as he settled with Ms. Mackris for what is rumored to be a number well into the millions.
Now we have Mr. David Letterman in the spotlight. What these two people have in common is that they both have deep pockets. They can afford to pay millions in attorney fees and any settlements that may occur. Can you say the same thing?
As a manager, here are some key things you need to know about sexual harassment.
1. The definition of sexual harassment is based on a "reasonable" person's standard. Here's what this means. Suppose a woman files a sexual harassment claim against you for creating a hostile work environment. You and the guys may think it's OK to share jokes of a sexual nature, but if most women find these type of jokes offensive, then it falls under harassment.
2. If you are personally charged with sexual harassment, you can bet your bottom dollar that your company is not going to pay for a lawyer to defend you. That my friend will have to come out of your own pocket. Have you seen attorney fees lately?
3. Sexual harassment is not limited to the opposite sex. There are a number of cases of same-sex harassment. This means you better not ignore an employee who comes up to you and claims a co-worker of the same sex is sexually harassing them.
As a manager, your job is to create a workplace where your employees feel safe. That begins with you. Make sure you lead by example.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
I just saw the movie, Cloudy with a Chance of Meatballs. The film is about Flint, a nerdy inventor who transforms the sleepy town of Swallow Falls into a meteorological marvel where the skies pour pizza, hotdogs, and Gummi Bears. As the movie progresses, the Mayor of the town gets on board and places his order for what is truly a smorgasbord to die for. I don't want to give away the ending, but let's just say one needs to be careful for what they ask for.
I see a similar phenomena happening in businesses today. I hear leaders say they wish a particular employee would leave. They are thrilled when that employee gives notice. However, they are less delighted when the rest of the team follows. It's as if the skies have opened and it's raining resignation notices!
Here are some things you can do to shelter yourself from this storm:
Be proactive - Why sit back and wait for a poor performing employee to give notice? Take action. Counsel the employee on performance related issues and if necessary, manage their exit.
Don't be a hog - Share the credit when an employee is involved in a decision that gets rave reviews. The employee will feel valued and you will be perceived as a strong manager who inspires team members into action.
Please sir, can I have some more? - Don't make your employees beg for things that have been promised. If you've told them wage decreases are a temporary measure, then make sure you restore wages as soon as possible. Don't make them ask.
Prepare for the worst case scenario - A good manager has a contingency plan in place just in case the worst thing happens. For example, suppose your staff resigned tomorrow. Do you have a plan in place to replace them? If you had to, could you do their jobs until you hired a replacement? Are people in your organization cross-trained or is everyone working in a silo? How will you quickly train this new team? Now is the time to pull together your contingency plan. Do so before the storm hits.
A storm of resignations does not have to spell disaster. In fact, if you do your job well, you may never need to use your umbrella.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
A recent survey from Adecco Group North America, highlights the increased dissatisfaction workers in America have with their employers. According to the survey:
• 54% of employees plan to look for a new job as soon as the economy turns around. • Sentiment is even stronger among younger workers. Of those ages 18-29, 71% say they are likely to look for new jobs once the economy turns around.
These numbers should not be shocking, as most of us know at least one person who will be jumping ship as soon as they can. Employees appear to be getting angrier everyday and their employers keep throwing more wood into the fire. If you really want to heat things up, then be sure to do the following:
Daily reminders - Remind employees how lucky they are to have a job. Do this on a daily basis. Tell them how fortunate they are to be receiving a paycheck. Never mind that their check is 10% less than what they originally signed up for. Remember to include this reminder at your weekly meetings, when you take them out to lunch to thank them for their efforts, and at this year’s office party.
Freeze raises and bonuses – Jump on the bandwagon. Everyone else is doing it, so why shouldn’t you? Doesn’t matter if your profits are soaring or if your employees know you’ve had your best year ever. This is a great time to reign in costs, even if your costs are already in line.
Renege on your promises – You told people their reduction in pay would be temporary. However, you now view these changes as permanent. Of course you’ve decided not to tell anyone, until they ask.
Put a moratorium on promotions – Ask people to do the work of those who have been let go, and insist on holding back a title change and pay increase. Call this “self-development,” since you are giving people a wonderful opportunity to increase their skills. Something few employers seem to be doing.
Send out mixed messages – Tell your employees they are your most valuable asset. Then remind them that everyone is replaceable. Just to prove your point, be sure to replace a highly respected member of your team with someone who is less experienced and less expensive.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
My husband paid a visit to our local bank the other day to deposit a plastic bag filled with coins. This is something he does every few months. Only this time, he was informed that he would now be charged $5 for this transaction. Seems kind of funny that you have to pay your bank to take your money. Especially since they have a coin machine that processes the entire transaction.
The tagline for our bank is "Partners in Our Hometown." I guess their definition of partnership includes a piece of our account. I'm thinking it may be time to take all of my accounts to a place where there is a bit less partnership and a bit more customer service.
I understand the need to have rules. Without them, we would live in chaos. However, there are many rules, such as the one I just described, that clearly do not make sense. Look closely at your own organizations. Do you have rules simply to have rules? Are your employees empowered to break the rules, when the rules get in the way of servicing your customers? Or are you being penny wise and pound foolish?
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
Are you one of those managers who has been keeping your head down for fear that if you look up, you'll be the next to go? Are you playing it safe, rather than taking risks? Are you working harder, rather than smarter just to prove your commitment to senior management? If you answered yes to any of these questions then you may be doing yourself and your company a huge disservice.
What will people remember about you when the recovery arrives? Will they describe you as someone who was always on the front-lines? Innovative? A person who takes charge and leads? Or will they be hard pressed to even recall your name? If it's the latter, you're in trouble.
As we move out of this recession, executives will need the strength of their "A" players to rally the troops. Face time will be secondary to the results achieved. No one will care that you put in over 60 hours a week for the past two years. All they will want to know is what you've done to help the organization move forward.
It's hard to lead, when fear is leading you. But that is exactly what you must do when you are in a position of management. Your staff is depending on you to lead them in the right direction. They are hopeful that you are giving them credit, where credit is due. You're their role model so be sure to model the right behavior.
Here are some tips to help you get out of your own way.
Get out from behind your cube. Become visible. If you have a question, walk into someone's office, rather than hiding behind e-mail.
Volunteer for the jobs that no one else wants.
Work smarter, not harder. Is everything that you are doing really necessary? Is there a more efficient way to get tasks accomplished? Can you free yourself up so you can take on higher level work?
Toot your own horn more. It's great that your department has decreased the amount of time it takes to collect accounts receivables. It's even better when the executive team knows this has happened because you are a leader who gets results.
Some people say the recovery is here, while others believe it's around the corner. The one thing we can all agree upon is that eventually it will be here. Where are you?
Laying people off is difficult. Picking up the pieces after a lay-off is even harder. The survivors, who are “the lucky ones”, are forced to take on more of the work, put in additional hours and in some cases take a pay cut. Your first instinct might be to jump right in and help with the tasks that must be done. A noble thought. However, your employees need more than another set of helping hands. They need a strong leader, who can help them move swiftly through this difficult period of time.
The following five tips will help you get your team back on track after a lay-off:
1. Give people time to grieve - Operating as if business is as usual is a mistake. Business is anything but usual. Give your employees a few days to process what has just occurred. Provide them with an opportunity to voice their concerns. Let them talk, while you listen.
2. Be empathetic - Acknowledge the losses that have just occurred. Keep in mind many people may have watched their friends, and possibly family members lose their jobs.
3. Communicate the new vision and direction - Employees need to know where the company is now heading. Be sure you provide them with as much information as you can regarding any changes in the mission and vision of the organization.
4. Clarify new roles and responsibilities - No matter how senior your employees are, they will need direction. Re-allocate the workload and communicate the changes. Be prepared to provide training, where necessary.
5. Acknowledge all successes - It's easy to be so focused on long-term objectives that you miss the small wins that are occurring all around you. Celebrate all successes, not matter how big or small.
This is an opportunity to shine as a leader and stand out in the crowd. Feel free to post comments regarding tips that can help other managers lead after a lay-off.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
I'm often asked by managers and executives for advice on how to build trust with their teams. People are hoping to build trust overnight, when in fact in can take months and in some cases even years to establish.
One of the ways we establish trust is by making sure our actions (behaviors) match up with what we are saying. Too often in organizations, there is a huge gap between what is said and what actually happens.
Here are some examples:
Managers promising employees that this will be the last lay-off and their job is safe. The next week the company does yet another round of lay-offs.
We say we want our employees to succeed, yet we fail to be specific in what we mean by this. We don't tell them specifically what we expect so they are able to work towards meeting our expectations. Then at review time, we tell them what we really think!
We are less than honest in our communication. An example of this would be failing to tell someone why they were passed over for promotion. Instead, we sugar coat things because we don't want to hurt their feelings. Eventually, they will figure it out. But at that point, trust is broken.
Here are five ways to build a trusting relationship with your team.
1. Be truthful. If you take this path, you will never be caught in a lie. If you are in an uncomfortable situation where corporate says that you cannot share specific information with your staff and they ask, simply say that at this point in time you are unable to respond.
2. Own up to your mistakes. No one is perfect. If you make a mistake, admit it and move on. Your staff will respect you for your honesty. They'll also believe you are human.
3. Don't make promises you cannot keep. No one, and I mean no one, can promise someone that they will have a job forever. Business needs change, life changes. The last thing you want to do is tell someone, who you've promised lifetime employment, they no longer have a job.
4. Ask for input from team members. Show your employees you value their opinions. You trust their recommendations. Trust is a funny thing. It's quite contagious.
5. Be respectful. Nothing build trust faster than respect. Sure they'll be differences between what you think and what team members think. But that's a good thing. Otherwise, you'll have a bunch of people doing exactly what they're told, as they march your company right into the ground.
A trusting relationship is vital, particularly in hard economic times when we are asking our employees to do more with less. We are asking them to trust that in the end, we will take care of them. Make the investment and you'll have employees following you as you move through your career. Trust me on this.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
Why do so many corporations choose to chop an entire forest of employees rather than pruning back those employees who are clearly deadwood? Think about it. Everyone knows these people are not working out. They are weighing the organization down. Yet, nothing happens until the company decides it's time to trim their workforce.
Effective leaders are constantly assessing their workforce and are making adjustments as they go along. They are not afraid to counsel and eliminate weak links in the organization for they know that pruning will allow other branches in the organization to thrive.
As you assess the landscape of your organization consider the following:
How much better off would we be if we got rid of those bad apples? Am I taking a risk that we will have to make drastic changes if I don't take action now? Will my employees still blossom if I choose to do a lay-off rather than a termination? If I have to prune back the organization slightly, how do I make sure that I'm not cutting so deep that I kill innovation and customer service?
Ending relationships is never easy. But who said being a leader was going to be a walk in the park? Your job is to nurture your workforce. That means making room for your employees to grow and prosper. If you remove employees who are simply taking up space, then you make room for new seedlings to grow.
Think about this the next time that you decide that it may be better to allow non-performers to remain in your organization rather than managing them out of the company. Trimming back here and there when necessary will provide you with a workforce that can withstand any economic storm that may come your way.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
I stopped in at Starbucks today on my way home from running errands. I just needed a quick pick-me-upper. I wanted to order a small latte with extra milk. However, I was forced to consider the three different ways that I could order that drink using the language of Starbucks. I almost walked out.
Why do places like Starbucks insist on making their customers work for their drinks? I can't imagine what it must be like for newly hired employees who must quickly learn the lingo or be banned from a future with this big company.
Are you making life more complicated for your customers and your employees? It's good to give people choices, but sometimes too much is simply that. Too much. At some point you need to take the reins and make the decision as to how things will be done. This way you won't be wasting time trying to train people in the five different ways they can accomplish that one simple task.
It's good to put some processes in place so that you have consistency in your organization. But be flexible. And keep in mind that it's really not about you. It's about communicating with your employees and customers in a way that makes life easier for them.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
This morning, I went for a walk by the beach. Like most days, I admired some of the beautiful homes that were only a block away from the shoreline. This year, in particular, I noticed several homes that appeared to have been putting off maintenance. Paint was peeling, lawns overgrown and decks were falling apart, including balconies that could no longer be used because they were missing railings. These are million dollar homes. Homes where people have invested a heck of a lot of money. Yet, they are literally falling apart.
I believe the same thing is happening in organizations. Companies have invested millions in recruiting talent, yet have done little in the way of maintenance over the past 12 months. In many organizations, employees have been left to rot like the wood on these balconies. In the past, employees would be encouraged to tune-up their skills at conferences and training sessions. Management would reward these people with raises worthy of an investment worth keeping. But that was BFR (Before The Recession.)
Like the homeowners of these beach houses, it will cost companies significantly more to repair the damage that has occurred as a result of the lack of investment in the organization. When the economic conditions improve, organizations will have no choice but to spend money on rebuilding their workforce. They'll do this while their competitors, who have been prudent enough to maintain their most vital assets, sail right past them.
Some won't ever recover and will be swallowed up by firms looking to acquire a bargain. As for me, I have my eye on one particular beach house that in another year or so should be quite affordable. That is, if it's still standing.
Visit our newly updated web site http://www.yourhrexperts.com/generation/ to learn how your organization can leverage generational workforce challenges into opportunities.
