Category: Beyond Work

Beyond Work is our line of resources for people and community leaders looking for something new and innovative outside, be it a new job, career change, or personal development outside of work.

  • 3 Steps to Keep a Bad Employee from Suing You

    3 Steps to Keep a Bad Employee from Suing You

    As the mom of three boys who are full of mischief, I often hear the phrase “I didn’t know” or “you never told me.” And usually it’s in response to something that I had addressed with them at least once. Sometimes I wish I could approach disciplinary issues in parenting the same way I approach disciplinary issues in my career, with a formal sit down discussion and written documentation.

    One of my favorite aspects of Human Resources is employee relations. I love the opportunity to speak with managers about the performance management process and the importance of documentation.

    Having kept organizations from litigation and winning tough unemployment hearings, here is a three pronged approach to avoiding a lawsuit because of disciplinary issues:

    1. Have a Disciplinary Process or Structure in Place. Having a disciplinary process that is well thought out and is executed in a fair and consistent manner is half the battle.
    2. If your organization doesn’t have the documentation to back up those actions, you still risk losing that battle. Keep these tips in mind for documentation:
    • The documentation can’t just be good, it has to be great.
    • Less isn’t more. I think my all-time favorite was the manager who wrote under expectations on the documentation form “Do your job right the first time.” Needless to say, we had a conversation about how to set expectations and goals, and the importance of documentation.
    • Be detailed in explaining the performance issue or policy violation, be clear in your expectations, and be specific in the goals that the employee must meet moving forward.
    • Make sure the employee understands what the consequences are if they fail to meet those goals.
    • Plan to follow up. The conversation can’t just end there. If you see they’re making some progress, but not enough, recalibrate with them. Praise them for the progress they’ve made, but then tell them how they can bridge the gap to complete success. And document it!
    1. Your disciplinary process needs to be a partnership between HR and your leadership team. Collaborate on how you will address the performance issue with the employee.  HR should emphasize that its job is not to tell managers what to do, but to help guide decisions and to help ensure that the organization is applying its policies effectively, fairly, and consistently.

    As a manager, draft your documentation and have HR review it before you present it to the employee, because sometimes you really shouldn’t write what you think! You’d be surprised at some of the things I’ve seen on written documentation. Remember that the employee receives a copy and it could be used for future unemployment or litigation purposes, so keep it professional. Have HR or another member of the leadership team sit in as a witness on the counseling. Never put yourself in a he said, she said situation.

    A Performance Improvement Plan or a termination for performance (gross misconduct aside) should never be the first conversation had with an employee. If it is, then your organization is not executing your disciplinary process effectively, fairly, or consistently or does not have an effective disciplinary process in place. And if that is the case, you’re opening yourself up for potential litigation and HR will have a hard time helping your organization justify its actions.

    The time spent following a structured disciplinary procedure and ensuring documentation is in order is minimal compared to the potential costs incurred by organizations that fail to do so.

    What’s your best advice for avoiding a lawsuit?

  • Mommas Maintaining Grit?

    Mommas Maintaining Grit?

    Throw-up had literally been everywhere.  All week.  As had it’s counterpart that also comes along with what would later be diagnosed as rotavirus in my son.

    I had multiple meetings scheduled both with current and desired clients.  I had blocked off time to prepare for the next week that involved three different training sessions.   Each required the preparation and roll out of new material. I just couldn’t wing these.

    And because of said throw-up coming often at night, I hadn’t slept.  Neither had my husband, and he had multiple priorities at work to attend to as well.

    I canceled all but a couple of meetings.  Some were rescheduled, some were covered by someone else on my team, and the ones I made were possible because my husband and I swapped out or my in-laws were available for a couple of hours to help.

    In between his (my son’s, not my husband’s) trips to the bathroom, I laid with him, laptop in hand and tried to crank out the work that needed to get done, while rubbing his head.  By figuring the logistics out on that, I have officially deemed myself as the master of multi-tasking.

    But I really didn’t feel like a master at anything. I felt pulled in multiple directions.  When my in-laws called as I was finishing up a meeting and said “He wants you,” I dropped everything and went to pick him up.  When we got home, the throwing up that I thought had stopped had returned.  He had just wanted to puke in the comfort of his own home.  I set the computer down and took a nap with him.  And then later, we made a trip to the emergency room for fluids because his blood work showed that dehydration had thrown everything out of whack.

    During this time research, that I had seen before, showed up again on my radar.   Taken from a Business Insider article, titled “Parents of Successful Kids have these 12 Things in Common”.  Number eight reads: “The moms work outside the home”:

    According to research out of Harvard Business School, there are significant benefits for children growing up with mothers who work outside the home.

    The study found daughters of working mothers went to school longer, were more likely to have a job in a supervisory role, and earned more money —23% more compared to their peers who were raised by stay-at-home mothers.

    The sons of working mothers also tended to pitch in more on household chores and childcare, the study found — they spent seven-and-a-half more hours a week on childcare and 25 more minutes on housework.

    ‘Role modeling is a way of signaling what’s appropriate in terms of how you behave, what you do, the activities you engage in, and what you believe,’ the study’s lead author, Harvard Business School professor Kathleen L. McGinn, told Business Insider.

    ‘There are very few things, that we know of, that have such a clear effect on gender inequality as being raised by a working mother,’ she told Working Knowledge.

    Hmm, I thought.  He had definitely seen his daddy role model that it’s not just mommy’s job to clean up the throw up.   But as I looked at the same article, number seven on the list was “the (parents) are less stressed.” Was there some methodology and importance to the order of this list? Does being less stressed trump me working outside the home when it comes to my children’s success in life?  If multiple priorities raise my stress level, should I choose just one- my kids?  Will this lead them to success? Or is success what matters?  These research findings point to nothing related to happiness and joy.

    As I contemplate this idea a few weeks later, I’m solely focused on work, because I’m alone in a hotel room.  And when I’m alone, I catch up on reading while I work out in in hotel fitness rooms.   While reading Grit: The Power of Passion and Perseverance, (I had about zero grit in reading this book considering I started reading it in 2016) I quickly scan through the author’s quiz on grit- which is a measure of passion and perseverance- and, as the author shows through research, more important that talent in success. I realize by this quiz, I’m short on some grit.

    The author says just after the scoring for the quiz. “Keep in mind that your score is a reflection of how you see yourself right now. How gritty you are at this point in your life might be different from how gritty you were when you were younger. And if you take the Grit Scale later again, you might get a different score.”

    Yeah, I thought. I’ll take this quiz in about 16 years when both my kids are off at college because I’ve made them so “successful” because I’ve worked “outside the home” while simultaneously raising them, doing my best to keep them alive while basically being able to focus on nothing with passion and perseverance because something like the rotavirus is always lurking.

    But passion and perseverance does come in raising children.  And it does come in work- even if there are bouts of intensity in hotel rooms-  followed by periods of idleness because of other demands.

    One author, who wrote on the same research findings about what parents of successful children do says, “There is no such thing as a complete list.”  He points to grit saying,  “like virtually every other trendy article on this subject, they recommend teaching ‘grit,’ defined as the ‘tendency to sustain interest in and effort toward very long-term goals.’ While that’s virtuous in a vacuum, I think we’re going to find as a society that the way we teach grit omits something serious: the ability to maintain motivation while simultaneously, continuously reevaluating your goals.”

    Sometimes goals are as short term as making it through a nap with your kid without throw-up ending up on either one of you.  And sometimes it’s about getting an article done about such a topic.

    But overall, as we approach mother’s day as a time to celebrate all the mom’s in this world, motherhood is a lesson in grit, whether you work outside the home or not.

    Give yourself some credit moms (and I’ll try to do the same for myself), realizing that there is a time and season for everything, and it is up to you to choose what is best for you and your family right now.   Grit or not, don’t let anyone tell you that it is not okay to shift focus for the sake of what is important when it is important.   That will teach your kids to be successful because they have been taught through your “modeling” to know what is important and adjust accordingly.

     

  • Do Mentors Matter More than Bosses and Parents? How to Establish Mentor/Mentee Relationships

    Do Mentors Matter More than Bosses and Parents? How to Establish Mentor/Mentee Relationships

    “Not having a mentor is just stupid,” said a young and successful sales professional in a meeting I attended a few weeks ago.   She was giving the group advice on how to be successful in sales.

    I couldn’t agree with her more.  Not having a least one mentor (and seeking to be a mentor to someone else) is just about the dumbest mistake you can make in business.

    I was fortunate to have a wonderful academic and professional mentor in college (he passed away a few years ago and I still miss his sound advice), and I continue to have a few professional and personal mentors.  They may not even see themselves as my “mentors”- we haven’t been so specific as to have a DTR aka high school code for “Defining the Relationship”- but they are.

    I’ve never thought about how important having a mentor is in all aspects of life until reading Originals: How Non-Conformists Move the World by Adam Grant.  Like most things, business books end up teaching me more about parenting than they do about business!

    In his book, Grant states:

    The paradox of encouraging children to develop strong values is that parents effectively limit their own influence.  Parents can nurture the impulse to be original, but at some point, people need to find their own role models for originality in their chosen fields…. If we want to encourage originality, the best step we can take is to raise our children’s aspirations by introducing them to different kinds of role models.

    But how do we establish mentoring relationships for our kids, and ourselves whether in business or in personal relationships that grow us as people and as professionals?

    Sheryl Sandberg in her book, Lean In, emphasizes that asking someone to be your mentor isn’t the right approach; instead these relationships should grow naturally.  I do think, however, you can set-up some framework to help these relationships grow organically:

    1. Find or establish common connection groups. I’ve found that my interests in business start-ups, running, faith and talent development have led to meaningful mentoring relationships.  Help yourself, your company and your children seek out or establish common interests groups and grow relationships through them.
    2. Realize that mentoring doesn’t have to be the “old” mentoring the “young”. Often people call this “reverse mentoring”, but mentoring should be a relationship where one who has wisdom through expertise and experience can help another person.   If strong relationships are established, often the role of mentor and mentee can be reversed at times during the course of the relationship depending on the circumstances and topics.  For example, I may be able to be a mentor for someone younger than myself about how to start and grow a business, but that person may be more tech savvy than I am and can teach me a thing or two about establishing business scalability through the use of tech tools.
    3. Understand that mentoring relationships may have more of an impact on outcomes than close familial and/or working relationships. If you’re the parent or the boss, you may be thinking that it is your job to be the mentor.  However, as Grant’s research points out, you may be better off helping your child or employee establish a relationship outside the home or your workplace or department to help them grow and become more successful.

    Diversity of ideas and thoughts can help people grow more than the familiar.   Like I hear many parents that come to us for career advice for their kids say, “You don’t have a dog in this fight”.  What they mean by this is since we aren’t so close to it, we can give more objective advice that people are more receptive to receiving and acting upon.  The kind of wisdom that comes from a mentor is not the carrot or the stick approach on advice that often comes from our parent(s) and/or our boss.

    What the best advice you’ve received from a mentor?

  • 3 Tips for Successfully Onboarding New Hires

    3 Tips for Successfully Onboarding New Hires

    Onboarding has been on my brain nonstop the last couple of months.  Between working with two clients heavily on their onboarding programs and onboarding a new employee to Horizon Point, I’m beginning to even dream about onboarding tactics!

    Whether you are a company of three or a company of 30,000, onboarding can make or break employee engagement and retention even before day one.

    Having an onboarding strategy that is executed well starts with a plan that includes:

    1. Realizing onboarding starts before the start date. Several things need to take place before the person even begins on day one.  This includes taking care of:
      • New hire paperwork beforehand. Make sure the first day isn’t spent filling out a W-4 and other boring material.  Nothing kills first day excitement more than a stack of paperwork to sit and complete. Give this to the employee beforehand and have them come prepared with it the first day.  Better yet, use an onboarding platform to do all of this electronically and have it integrated into your HRIS system seamlessly.   Two programs I would recommend if you don’t have an HRIS system or need something that is good at the onboarding portion of this are Namely and Paylocity.
      • Sharing logistical information beforehand. Providing information about where to be when, where to park, and an agenda for at least the first day of work should be delivered to the new hire at least one week prior to their start date. If you onboard frequently, consider creating an FAQ for this step.
      • Equipment set-up. Make sure the new hire’s computer, phone, email address, and any office supplies needed are ordered, set-up and ready to use on day one.  Don’t make the person handle it by himself or herself and or try to figure it out.  That begins day one with frustration instead of ending in excitement like it should.
    2. An emphasis on culture. One of the main reasons to get all of the pre-work done is because it does nothing to enhance your company culture for the new hire.  Time during the first day and week should focus on instilling the company culture in new hires.   Orientation should include:
      • Introductions and welcome from key leadership. This doesn’t mean your HR generalist.
      • Communication from company leadership about company values and priorities. We recommend doing this through videos and case studies instead of through a potentially boring and abstract presentation about them.   Incorporate some type of activity to help the new hire internalize and practice the company’s values and purpose.
      • A tour of the facility and introductions to the team. We recommend a meal should be provided on the first day of the onboarding that allows for conversation and relationship building with other team members.
    3. Establishing Expectations. At least 1-2 hours of the person’s first day should involve one-on-one time with their direct leader.   This time should be spent in relationship building and establishing expectations.  Ideas to include are the following:
      • Discussion on the cultural components that have already been discussed and how the leader sees these playing out in the person’s day-to-day activities.
      • Some type of activity around goal setting. Go over the person’s job description, how their performance will be measured (show them the form if you have an official appraisal) and discuss how this all relates to the person’s career aspirations.   As Glassdoor’s Why Do Workers Quit report states: “We find that job title stagnation hurts employee retention. Every additional 10 months an employee stagnates in a role makes them 1 percent more likely to leave the company when they finally move on to their next position.”  Don’t pretend that career development isn’t a part of a manager’s job.  It begins on day one of a person’s tenure with your company and you should begin by discussing it sooner rather than later.
      • Establish regular one-on-one check-ins to continually review goals and expectations.

    Onboarding should focus on capitalizing on a person’s excitement about their new role and direct that excitement towards actionable plans to achieve company results.

    What is your best advice for a successful onboarding?

  • The Candidate Experience Influences The Brand

    The Candidate Experience Influences The Brand

    Branding is an important marketing topic. Some organizations invest heavily in a brand strategy that reaches many audiences, including the job seeker. A great brand attracts job candidates to an organization. As a marketer and HR professional, I have a unique perspective on this topic.  The marketer side understands the importance of brand equity and the HR side values the role it plays in talent acquisition.  Some organizations fail to make this connection. Other organizations offer poor candidate experiences, which cast a negative image. As a result, it harms the brand while turning away potential talent.

    Over the years, I have heard candidates’ horror stories of bad encounters, which diminish the job seekers value of an organization.  A few of these experiences were so negative that it impacted the candidate’s use of the products and services. Most job seekers desire an organization that aligns with their values and where a connection can be made to the culture. The candidate experience is an extension of the brand strategy. It expands beyond the talent acquisition strategy.  Recruiters are often the first human contact a job seeker has with the brand. Having a marketing orientation is vital to recruiting, since they are brand representatives.

    A negative candidate experience has a lasting impact. Talent acquisition influences brand equity.  Designing a marketing-focused talent strategy can create positive candidate experiences. Collaboration between marketing and talent acquisition is beneficial in driving the strategy.  Every encounter is exposure to the brand, so make it exceptional.

     

     

    About the author: Steve Graham serves as Vice President for Marketing, HR Business Partner, and college instructor. He holds graduate degrees in management and higher education. As a life-long learner, he has additional graduate and professional education in executive & professional coaching, health care administration, and strategic human resource management.

    He is a certified HR professional with The Society for Human Resource Management, certified coach with the International Coach Federation, and a Global Career Development Facilitator. His professional memberships include: The Society for Human Resource Management, the American Society for Healthcare Human Resources Administration, Association for Talent Development, and International Coach Federation. LinkedIn.com/in/hstevegraham