Category: Business and Workplace

Legacies

Posted on May 19th, by Jennifer Payne in Business and Workplace, Leadership, On My Mind. No Comments

I’ve been thinking a lot about legacies lately.

You see, last week I had the opportunity to participate in a unique and amazing experience.  In preparation for and in honor of the impending retirement of long time music teacher and director of the Quaker Marching Band from Orchard Park High School outside of Buffalo, NY, a group of current members and band alumni gathered for a surprise final performance and tribute to our leader of so many years and so many graduating classes.  The group numbered at 175, encompassed 6 states, and spanned the years 1986 – 2015.  I was there, proudly spinning my flag with the color guard, something I hadn’t done in 21 years.  The feeling of being a part of such a salute was overwhelming, his reaction was heartwarming, the video and verbal tributes were touching, and I’d be surprised if there were many dry eyes in the auditorium by the end.  And that group of 175 people who had never performed together before approximately 7PM that night….pretty darn impressive, from my not at all biased opinion.  It was our own version of “Mr. Holland’s Opus,” if you will.

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But the theme that kept running through my head the entire evening was that of legacies, and I feel as if it manifested in several ways.

There was first and foremost the legacy that Chris, our band director, leaves behind.  When you can get that many people, from all parts of the country, some of whom hadn’t picked up an instrument, flag, or rifle in decades, to drop everything to be a part of a tribute, you know that person has made a lasting impact.  The number quoted was 700 people who have been a part of the band over the years, and there were many who were devastated that logistically they just couldn’t be there for this final tribute.  Talking to some of the alumni from my era afterwards, we all agreed that being a part of the band was something we would never forget, that was such an important part of our high school years, and the lessons learned still remain with us as adults.  I had the privilege of serving as color guard captain my junior and senior years, and those leadership skills learned are certainly still relevant to me as an adult.  Chris was our leader throughout this critical, wonderful time in our lives, and as such he was always be remembered for it.  Being a part of “QMB” taught us the value of hard work and dedication; resilience and how to bounce back from failure and defeat; and confidence, pride, and that success requires practice, some wrong notes, and more than a few dropped flags.  A true legacy that spans decades, crosses state lines, and likely finds its way into the personal and professional lives of hundreds.

The other aspect of legacy that touched me was a little more personal, and that was having had the opportunity to be a part of something much bigger than myself.  There was a good sized contingent of alumni from my era that took part, but as I looked around as we were gathered in the gym beforehand and read the nametags and graduation years of others there, I realized how many eras this band has spanned.  There were those that came before me, and many, many who came after me.  In the four years that I was a member, I helped to set the stage for the success of those who came after, just as those who came before me set the stage for my success.  Pretty inspiring when you think about how many people have worn that uniform, marched those football fields, and accepted those awards at competitions across the years.  And we all played a part in making the band what it has become today.

If you’ve stayed with me and indulged my walk down memory lane to this point, you may be thinking, “What does this have to do with a human resources blog?”

The truth is, we ALL have the opportunity to create a legacy, no matter what we do or where we work.  We often talk about the legacies that teachers or coaches build, but it’s not unique to those professions.  As leaders and as HR professionals, we have the opportunity to touch our employees’ and coworkers lives every day.  So I ask you, as a leader, as an HR professional:

  • Are you helping to create work environments and cultures that encourage failure on the way to success?
  • Are you creating environments where employees feel a part of something bigger than themselves?
  • Are you personally helping to set the stage within your company for the successes that may come after you are gone, either from your position or from the company itself?
  • Is your culture one that instills the values in your employees that you would want them to keep with them and pass on to others?
  • As you make decisions that affect your employees, do you make them within the framework and mindset of how they might impact their lives?

When your employees, coworkers, executives, and others you work with on a daily basis reflect on your time with the company and your contributions, what kind legacy will they say you left?  I know that I hope mine is even a small fraction of what I felt around me on May 11, 2015.

Band ten HUT!

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About the Author: Jennifer Payne, SPHR, SHRM-SCP has over 16 years of HR experience in employee relations, talent acquisition, and learning & development, and currently works in talent acquisition and development in the retail grocery industry.  She is one of the co-founders of Women of HR, and is currently the Editor of the site. You can connect with her on Twitter as @JennyJensHR and on LinkedIn.


6 Key Components for Launching a Successful Mentoring Program

Posted on May 13th, by a Guest Contributor in Business and Workplace. 1 Comment

One of the most important functions of HR is to acquire and retain top talent. And since millennials, who will make up close to 50 percent of the workforce by 2020, rank mentoring as one of the most important factors they weigh when choosing between employers, many companies are turning to mentoring programs as a way to set themselves apart from the competition. In fact, three-quarters of Fortune Magazine’s top 25 companies have employee-mentoring programs.

Mentoring provides much more than just a “good feeling” among millennial workers. It also provides an avenue for honing and developing your employees’ talents and skills, while making them more confident in their abilities and more connected to the company. In addition, mentoring helps you discover which employees have leadership potential.

However, mentoring is only effective if it is properly planned and executed. According to How to Build a Successful Mentoring Program, a how-to guide produced from the research of UNC Kenan-Flagler Business School, mentoring should include six key components:

  1. Purpose: There should be a clear, strategic purpose that aligns with organizational goals and objectives. For example, the mentoring may be needed to fill a skills gap. Also, both the mentor and mentee must be committed to the importance of the mentoring process and make it a priority.
  2. Communication: There are two types of communication involved. The first communication is to introduce employees to the mentoring program and ensure that they know what the mentoring is for and who can participate. With proper communication, even the employees who don’t participate can support the company’s efforts. The second type of communication is between the mentor and mentee. They may meet one-on-one, in groups, by email or videoconference, or by other means, but the meetings should be regular.
  3. Trust: The relationship must be built on trust. For both parties to feel comfortable sharing at the level that can truly be effective, there must be an understanding and commitment to maintain the confidentiality of the communication.
  4. Process: The process may be formal or informal. However, there should be a way to match the mentor and mentee, and it’s also important to determine such things as the length of the mentoring and the meeting dates and times. In addition, both parties must be actively engaged to move at an appropriate speed.
  5. Progress: HR should establish check-in points (two months, four months, six months, eight months and then a final meeting) to ensure that both parties are reaching their goals and milestones. This includes having metrics for measuring the progress of the mentoring sessions.
  6. Feedback: Both participants must provide constructive feedback and be open to receiving feedback from each other.

Following these tips will help you plan and carry out an effective mentoring program that creates engaged, confident employees, leading to a more unified and productive workforce.

 

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About the Author:  Alison Napolitano is the community manager for MBA@UNC, UNC Kenan-Flagler’s online MBA degree. Alison has a background in digital marketing, and account management. As a former college athlete, Napolitano is goal-driven has a passion for helping people and brands succeed online. Her other interests include content marketing, any form of athletics, and family.


Why Leadership Skills Should Be Universal Skills

Posted on May 6th, by a Guest Contributor in Business and Workplace. No Comments

Leadership skills are one of the many traits needed to be a successful leader. Women have closed the gender gap in entry and mid level positions, but have yet to reach that in top leadership skills. Susan Colantuono calls this the missing 33%, as women still need to be taught business, financial and strategic acumen to fill this gap. These leadership skills enable people to easily and confidently lead others, skills including but not limited to: ease of communication, natural flexibility, an ability to visualize a goal, thinking critically, and the ability to delegate responsibility effectively.

The ability to communicate effectively is absolutely critical in positions of power in an organization, a small team of people, and even for those not in a leadership position. In organizations, effective communication can save time, can prevent misunderstandings, and oftentimes can relax workers beneath you and above you. We’d all like to think we’re the perfect manager but there is always room for improvement. In a small team of people, the ability to communicate effectively can prevent misunderstandings, assist with visualization of objectives, and make things easier to achieve. Individuals who aren’t in leadership positions can use these skills to better present their needs to management. This skill can be developed through regular practice, and doing things to lessen anxiety felt by the speaker.

 

Flexibility

Leaders who are naturally flexible in a business are able to naturally shift objectives and methods used to achieve objectives. Flexibility is also vital for those not currently in a leadership position. This skill will allow them to be teachable, and always in line with the end goal of management. Overall, employees with flexibility will become an essential element to the business, increasing their job security. Flexibility prevents all employees from getting terribly stressed in a world where plans change, and where things tend to be less simple than they might have appeared initially.

 

Visualize Objectives

Visualization of objectives enables leaders to have a set destination. It’s also the first thing a good leader should do, so he or she can recognize when they’ve accomplished a goal. How does this benefit those outside leadership positions? Well, visualization enables these people know where they want to go within their professional lives. Do they see themselves as a manager, or even the next CMO? Visualizing this will help them take the steps necessary to get there. This aligns with the known method of focusing on a single large objective and devoting energy to achieving that goal, while taking other factors into account but not losing sight of the overarching goal.

 

Critical Thinking

Thinking critically is a useful skill for it enables an intelligent leader to take factors into account. Leaders use critical thinking to troubleshoot in the moment, and to come up with reasonable solutions. Critical thinking is a skill for all members of an organization. When given new tasks and assignments learning the new process quickly is essential for keeping up with the ongoing business. This is a situation where critical thinking skills will help employees be a quick learner. Ultimately this can lead to an increase in trust from management, leading to more responsibilities.

 

Delegation

Delegation in the context of leadership refers to the ability to divide labor intelligently and assigning people to the areas they are the most responsible and able to contribute. Make sure you are an effective delegator. Understanding yourself is a part of this skill, knowing your strengths, your weaknesses. This is an extremely useful skill in business and in the professional area, but in terms of the average employee it can also be used to mean the ability to manage time equally and effectively. Delegate your day and what time of the day will be devoted to specific tasks.

 

At the end of the day, leadership skills should be a part of your professional life in order to progress and lead effectively. Even those who don’t currently have a management position can be devoting time to the development of these skills. Practicing these skills will prepare employees to promotions and strengthen the organization as a whole.

 

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About the Author: JP George grew up in a small town in Washington. After receiving a Master’s degree in Public Relations, she has worked in a variety of positions, from agencies to corporations all across the globe. Experience has made JP an expert in topics relating to leadership, talent management, and organizational business. 


A Look in the One-Way Mirror: Facing Inequity as a Female HR Executive

Posted on April 29th, by a Guest Contributor in Business and Workplace. No Comments

 

In Human Resources, as much as any professional discipline, we women have hit our stride. Given the opportunity to compete in the field, we’ve succeeded: to reduce turnover, attract and retain those diamonds in the rough, and build reputations for respectable (and even press-worthy) organizational culture. It’s been our ticket to the C-suites of the Fortune 500 – and not a moment too soon. And as the scope of the job changes from “intuition” to data-driven strategy, we have the chance to show our adaptability, too.

But then again, our stature puts us in an awkward position. Despite our best efforts to promote organization-wide diversity and inclusion, all too often we discover unfair treatment – especially of women.

And we want to do something about it.

Really, you want to do what’s best for your own professional development and career goals, but you also want to support the marginalized, underrepresented people in your own organization. How can you do both of these things both effectively and fairly? Even if these distinct goals aren’t completely at odds, how do you send a message to those around you what your priorities are?

It’s a question I’ve seen come up to the surface over and over for a long time. Our exit interview software actually came out of a project to identify the greatest barriers to the advancement of women and minorities in the workplace. We’ve uncovered pivotal opportunities for our clients, but we’ve also encountered challenges that most executives would hope to sweep under the rug.

One of the best – and worst – parts of creating a truly anonymous exit interview system is the abundance of brutally honest answers.

These are the real voices of women at one of our clients. This is a large (10,000+) and decentralized organization, but neither a poor performer nor ideologically backwards. The employees’ reasons for leaving, for example, hardly deviate from our measured industry norms. And yet comments like these are far too common:

“The biggest thing I noticed at [the company] is that if you’re a woman, you had better act ladylike. There was nothing more contemptible than a woman who spoke her mind. As a woman you were supposed to just nod and do as you were told. I was described as “aggressive.” I’m not aggressive. I am passionate and dedicated. I take pride in what I do and do it well. This is not what was rewarded. Being demure seems to be ‘leadership’ quality most desired at [the company].”

“My boss had a very hard time providing accolades, at least to the women who reported to her. She didn’t seem to have a problem telling the men who reported to her that they were doing a good job or even giving them credit for work done by somebody else, but she had a hard time telling a woman that she was doing a good job… Most of the time, my boss would cut me off if I started to speak during a meeting.”

“Men are definitely recognized more than women in the department.”

“I was repeatedly harassed by [a male coworker]. When I demanded it stop… [he] went to management and lied.”

“I was harassed several times and nothing was done about it.”

Of course I’ve picked a few especially unpleasant-to-read examples, but haven’t you felt this way at least once in your career? If not, I envy you. If you’re anything like me, this sounds all too familiar, if a bit distant. And, if you’re anything like me, part of why you’re still in the business is because you believe it doesn’t have to be this way.

But what now?

Imagine these were your findings. Or, maybe you don’t have to. Maybe you’ve already faced this issue within your organization. How do you deal with it? Tell us in the comment section.

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About the Author: Deb Dwyer is the founder and president of HSD Metrics, a provider of organizational surveys designed to increase retention, engagement and organizational effectiveness. With over 30 years of combined experience in human resource management and survey research, Deb’s extensive knowledge reaches beyond organizational research to include expertise in work climate improvement, retention, hiring and selection, employee orientation, performance management systems, recognition programs and career development systems. 


Not Haunted

Posted on April 21st, by Jennifer Payne in Business and Workplace. No Comments

Last week I had the opportunity to visit New Orleans with a few friends.  New Orleans is one of my favorite cities in which to spend a few days, and I’d been there many times previously.  I love to wander the French Quarter, immersing myself in the sights, sounds, and of course the food of the Crescent City.  And for all of the times I’ve been there, it seems there’s always something new to discover, something unique that catches my interest.

On this particular trip, my friends and I found ourselves wandering down one of the cross streets a little bit away from the main hustle and bustle of the Quarter, and we stumbled across the sign pictured above, advertising an apartment for rent.  Of course we all had a chuckle and each of us stopped to snap a picture of it.  I posted my picture to Facebook with the caption, “Apparently here you have to specify.”

Needless to say, we (and many others, judging by the number of passersby who also stopped to snap a photo) were amused by this bit of information shared.  Was it a clever marketing ploy?  Perhaps.  A quirky tactic designed to draw the attention of tourists like ourselves?  Maybe so.

But here’s the thing.  Tourists like us probably aren’t particularly interested in renting an apartment in the French Quarter, so a fun bit of marketing to draw us in probably wasn’t the intent.  This sign was directed at folks with a real interest in finding a dwelling in which to reside.  And perhaps for those folks, the fact that this apartment is “not haunted” may very well be valuable information to consider in choosing where to live.

We all found it amusing because generally speaking, most of us don’t need to think twice about whether or not the places we live are haunted or not.  We were processing this information from our own individual perspectives, our own realities, through our own assumptions.  But in a city as rich in history at New Orleans, and with many well-documented accounts of hauntings (whether you believe in that sort of stuff or not), this information may not only be valuable, but also very necessary in making housing decisions.  And in fact, upon further research, one of our friends discovered that this is actually a pretty common piece of information to be included on real estate signs throughout the city.

So what does this have to do with human resources, business, or leadership?

How often in the workplace do we fall into the trap of making assumptions based on our own realities, without really digging into the real facts?

  • Do we tend to assume a particular employee or teammate is thinking a certain way….because that’s how we would think?
  • Do we assume everyone is motivated in a particular way or by factors x,y, and z….because that’s what motivates us?
  • In communicating with employees, do we tend to neglect certain details that might be important to others, because they don’t cross our minds as being important?
  • Do we assume that particular female employee wouldn’t want that promotion into that demanding role because she has a young family at home….and surely she wouldn’t want to try to juggle all of those responsibilities?

Instead of striving to understand differences and thinking from a more global perspective, do we tend to fall into the trap of viewing the world through our own lenses?

As fun as it was to stumble across this “Not Haunted” sign, it also provides a valuable lesson in leadership, engagement, diversity, or employee communications.  By making assumptions based on our own reality, we could tend to run the risk of alienating, de-motivating, or misleading our employees, our team members, our coworkers.  Before we jump to conclusions, it’s critical to take a step back, lose our blinders, and think beyond our own realities, lest we find our actions and decisions haunting us!

 

This post was one of several posts written using the same title and inspiration, but examining various topics.  You can read the other Not Haunted posts here and here.

 

About the Author: Jennifer Payne, SPHR, SHRM-SCP has over 16 years of HR experience in employee relations, talent acquisition, and learning & development, and currently works in talent acquisition and development in the retail grocery industry.  She is one of the co-founders of Women of HR, and is currently the Editor of the site. You can connect with her on Twitter as @JennyJensHR and on LinkedIn.


HR From a Different Perspective

Posted on April 14th, by a Guest Contributor in Business and Workplace, Entrepreneurship. 1 Comment

Editor’s Note: Today’s guest post is from Susan Axelrod  again features a female entrepreneur and her lessons learned about building a business and leading successful teams.

 

I started my bakery business, Love and Quiches Gourmet, in my home kitchen in 1973, purely by accident; from just one quiche. I was a clueless suburban housewife with no preparation whatsoever for business ownership. My only qualification was my passion for everything connected to food. I was a very good cook and was cajoled into starting the business by a carpool friend, an equally great cook.

 

We had no plan, we simply started. We made up some quiches, took them to a few local businesses, and before we knew it we had one customer, then two, and then ten. Adding desserts soon followed. By the end of the first year we were servicing about thirty restaurants, and took the giant step of incorporating and moving into our first tiny storefront where we hired one or two employees, and continued to grow.

 

We were the Keystone Kops Quiche Factory; two steps back for every step forward. My partner cried uncle shortly after so I bought her out and quickly realized this little business had a will and a pull of its own. I wanted to stick around though, to see how the movie ended. That was forty years ago.

 

I hired an accountant, and started asking a lot of questions of my customers, my suppliers, my newfound mentor, my peers, my competitors (who didn’t know I was watching), … and I learned from my mistakes, a vastly underestimated learning tool. And this was all before the dawn of the computer age. At the time, I was a one-man band; baker, buyer, salesman, porter and delivery guy.

 

Across the decades, we grew in concentric circles; Metro New York, Metro Tri-State, up and down the Eastern Seaboard, across the Continent, then across the globe. There were as many obstacles thrown in our path along the way as there were victories. There was brutal competition, key customer loss, key employee loss, location moves and so on. But many obstacles were beyond our control; commodity spikes, 9/11 after which the economy came to a dead halt, the Great Recession among them.

 

When looking back at it all, one thing stands out. It is after 9/11 that the business had its “Aha” moment and we reinvented ourselves and our business model; with Just-In-Time and Lean Manufacturing methods.

 

But, by far, our greatest achievement was the rebuilding of our organization from the bottom up— with strong high performance teams, and equally strong directors and middle management.

 

Our employees are our greatest asset and are valued insiders, each skilled in their particular area. We built it slowly through a combination of promoting from within and bringing in outside talent when needed. They are a passionate group— we have the right people on the bus, and in the right seats.

 

At Love & Quiches Gourmet we have eight teams- Operations, Quality Assurance and Food Safety, Engineering, Purchasing and Logistics, Research and Development, HR, Administration, and Sales and Marketing. These teams are all cogs in a wheel with its members highly dependent upon the other; keenly aware that one weak link can bring it all to a grinding halt. Some companies promote healthy competition… I think teamwork is healthier. And even more importantly, mutual respect and tolerance during conflict resolution (there will always be differing points of view; after all, this is a business and not a love affair).

 

We communicate with daily huddles, weekly management and executive meetings, team building, ongoing training, and more. We do not talk down to our employees; we need them. Communication is crucial to keeping us focused and all on the same page. By inviting input across the board, the ideas keep coming.

 

As a private company, there are fewer layers in our decision making which helps us compete with the giants. We are known for our flexibility and receptiveness to new ideas. From the top we set strategic direction, but our teams provide the “meat and potatoes” that bring the results. All 250 of us have “skin in the game”.

 

I have chronicled my forty year journey in my recently published business memoir, “With Love and Quiches: A Long Island Housewife’s Surprising Journey from the Kitchen to the Boardroom” where I emphasize organizational development in chapters devoted to our transition to lean and mean, next leveling, and company culture, all told from the Love and Quiches Gourmet experience.

 

We have come a long way, and it has been a great ride. I take pride that it was my product that put quiche on the map, now served on menus all over the world. And it was my devoted, hardworking and experienced team that got us there.

 

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About the Author:  Susan Axelrod and the word “pioneer” go together like cake and frosting! As the Chairwoman and Founder of Love & Quiches Gourmet, Susan’s journey has paved the way for women entrepreneurs. She started her business with no formal training, only a passion for food. Coupled with her energy and tenacity, Susan was able to take her small business, worldwide. Today, these desserts and quiches are found in restaurants and retailers around the globe. Susan chronicles her experiences in her blog, Susan’s Sweet Talk and her book, With Love & Quiches: A Long Island Housewife’s Surprising Journey from Kitchen to Boardroom

 

 


Appreciation Shouldn’t Need a Day…But Sometimes It Does

Posted on March 17th, by Jennifer Payne in Business and Workplace, On My Mind. 3 comments

Over the past few weeks, there have been a number of days dedicated to recognition and appreciation of various sorts.  Employee Appreciation Day was observed on Friday, March 6th – a chance to “support, thank and reward workers” for their hard work and dedication throughout the year.  Sunday, March 8th was International Women’s Day, a “global day celebrating the economic, political and social achievements of women.”  And most recently, Wednesday, March 11th was Randon Tweets of Kindness day, an online event created in 2014 by Lars Schmidt, the founder of Amplify Talent, as a way to call out and recognize and thank publically individuals who have impacted or influenced you in some way using the hashtag #RTOK.  This year’s iteration was nothing short of amazing, reaching the point of trending worldwide on Twitter as countless folks shared the love for people who have supported them, helped them grow and succeed, or have just simply been there as good friends.

Personally, I’m a little torn on the idea of these “official” recognition-type days.  I mean, in theory, we shouldn’t need a specific day to appreciate those around us who make our lives better in some way, right?  Employee recognition should be on ongoing process, not a one-time event that happens because a designated day tells you that you should do so.  We should appreciate the achievements of great people (not just women) on a regular basis, not once a year.  And hopefully we’re thanking the people that help us, impact us, teach and mentor us, and support us as they do it, not just on a day designated for that.  Right?

In theory, yes.  In theory.  But then reality steps in and rears its ugly and hectic face.                      

I don’t know about you, but my days, weeks, and even years fly by quickly.  In the day to day hustle and bustle of life, as the frenetic pace of life is filled with personal and professional obligations, as days and weeks are filled with both the necessary and the fun, sometimes before I know it weeks have passed.  And sometimes I realize I haven’t been in touch with this person, or that message I meant to send hasn’t yet gotten sent, or a connection I planned to make hasn’t yet been made.  It’s not intentional, but it has happened nonetheless.

In the workplace, sometimes we are so consumed by all of the “stuff” that needs to get done that we forget to take a step back and appreciate those around us that are helping to get that stuff done, helping make projects happen, helping goals to be achieved.  We don’t mean to do it, but we plug along and neglect to stop and say thanks in the moment.

So SOULD we need to have days set aside to appreciate those around us?  No.  DO we need them?  I don’t think they’re such a bad idea.  But the true key to success is to take the momentum generated by these days and try our best to keep it going…to ensure appreciation doesn’t fade as the sun sets on that day.

What do you think?  Are appreciation days a good thing or bad thing?  A necessary evil, something that shouldn’t exist in the first place, or an opportunity? 

 

Photo Credit

 

About the Author: Jennifer Payne, SPHR has over 16 years of HR experience in employee relations, talent acquisition, and learning & development, and currently works in talent acquisition and development in the retail grocery industry.  She is one of the co-founders of Women of HR, and is currently the Editor of the site. You can connect with her on Twitter as @JennyJensHR and on LinkedIn.


Warning Letters: What Can You Do If You Get One?

Posted on March 12th, by Judith Lindenberger in Business and Workplace. No Comments

In many cases, there are signs that can signal a problem at work. If you are not included in meetings, if your boss ignores your calls or doesn’t meet with you, if you learn about changes after everyone else, and if you feel excluded by your co-workers, a warning letter may be coming your way.

If you do get a warning letter at work, here are some things you can do:

  1. Seriously and honestly reflect on the concerns that your boss voiced.
  2. Write a response to the warning, stating what you agree with and what you do not agree with, and copy Human Resources.
  3. For concerns that you agree with, state your intention to turn things around and list specific actions that you will take.
  4. Defend yourself against concerns that are not true by stating the facts.  Keep your opinions and feelings out of your response. Include facts like dates, times, and others who were present.
  5. Ask your boss to put in writing what success looks like by giving metrics and time tables so it is crystal clear what you need to do and by when.
  6. Ask for help and support. Ask what your boss will do to support you. Prove that you have not been included in meetings or have not had access to important information, etc. by stating the facts. Ask for regular check in meetings with your boss and give suggested dates and times to meet.
  7. Ask how you are doing and what you could be doing differently each time you meet with your boss.
  8. Start looking for another job to keep your options open.

Warning letters can be the beginning of the end, but in some cases, if you can discern exactly what your boss wants you to do that you are not doing, if you are willing and able to make changes, and if your boss is willing and able to help and support you, you might be able to save your job.

Tell me your experiences with warning letters and what you have done to turn things around.

Photo Credit

 

About the author: Judy Lindenberger is the President of The Lindenberger Group, an award-winning human resources consulting firm, located near Princeton, NJ. They are experts in career coaching, customized training workshops, online training programs, mentoring, 360-degree assessment and feedback, HR audits, employee handbooks, and more. Learn more about them at www.lindenbergergroup.com.

 


Women on Top

Posted on March 3rd, by Shauna Moerke in Business and Workplace, On My Mind. 1 Comment

Let me start by saying that no, this isn’t some 50 Shades of Grey reference in an attempt to capitalize on it’s odd popularity.

Lately, I’ve been thinking about the impact a shortage of women in crucial management and executive levels can have on a company’s culture and treatment of it’s female employees. But I’m not going to spend time in this article going on and on about why this is needed, even though I do believe it is, because ultimately, it makes me feel like a bit of a hypocrite. You see, for all my conviction, I don’t want to step up and be in management myself.

I have zero desire to manage employees or a company. None. I don’t want to “Lean In” as it were. I’m not really entrepreneurial minded. It’s not because I am being pushed out by a male dominated industry, wanting to raise a family, or any other legitimate and concerning reason there aren’t more women in executive roles. In the end, management is just not something that I personally want to do.

And to be honest, I’m tired of feeling guilty about not wanting it. On all sides of the issue is guilt. If you have kids but want to work, you are a bad mother/wife. If you don’t push for management you are slacking and are not doing your part for other women. There are no winners in this game; there is only more societal pressure and insecurity that holds us back from living our lives the way we want to. I know I’m not alone in this either.

But as much as we truly do need women in management, important public positions where they make the decisions, management is not the only path to leadership and influence. All women, regardless of their career level, employment status, personal beliefs and convictions, can be leaders in their own way. All women can have influence, even if it is only within their own circle of friends or family. All women can choose to speak for themselves and be advocates for others. Every one of us has that power and should use it. Frequently.

Leadership and influence is not solely for those in positions of power. I don’t have to be a manager to influence the culture and direction of a team. But it sure does help to have someone in a position of power to help back me up. So how about we make a deal? I’ll will be an advocate for other women in the workplace and I will encourage others to do the same, if some of you out there with the desire and drive to be in those positions of power promise to listen to our collective voices and help enact real change. Sound good to you?

 

Photo Credit

 

About the author:  Shauna is an HR professional with a diverse work history, a Master’s degree, and a PHR certification. She is also a huge geek, social media advocate, and infectious giggler. Besides being a co-founder of the Women of HR she also serves as the current Ringmistress of the Carnival of HR and is the former co-host of the HR Happy Hour blogtalk radio show.  

 


Diversity: Is it Still on the Menu for 2015?

Posted on January 15th, by a Guest Contributor in Business and Workplace. 1 Comment

Diversity. What does it mean to you (aside from a pretty handy street dance troupe)? It’s an important topic to mull over because the modern workplace is expected to employ a diverse workforce, with HR departments obviously playing a crucial role in the process.

 

But as with so many valuable concepts, the risk of the principle being lost in the rhetoric and its substance replaced by an empty corporate buzz word is high. As HR employees – dealing with the people behind the labels – it is our duty to clarify the recruitment process we are expected to implement and highlight any practical issues that arise.

 

Diversity and the ‘tick box’ culture

One of the measures of a diverse workplace is how closely it reflects the make-up of the society in which it operates. This has led to government statisticians compiling lists of percentages where citizens are divided into their ethnic group, gender, sexual orientation and numerous other categories and the numbers compared – often unfavourably – with the make up of the company.

 

If we’re not careful, this can lead to diversity being treated as another item to be included on a growing list of corporate targets. ‘Do we have a disabled guy? Good. Five per cent ethnic minorities? Great. We’re running at 55-45 gender split though; need to even that up a bit.’

 

Here we stray into that contentious issue of ‘positive discrimination’, and whether it is ever right to recruit someone on the basis of their age, gender, sexual orientation or cultural background. Whatever your position about that, it is a very real dilemma that the Human Resource department has to grapple with – diversity in the real world rather than a utopian concept.

 

Do we still have an appetite for diversity?

Recent world events have even cast doubts on the value of diversity itself. Struggling economies have led to high levels of unemployment and the accusation by some disgruntled citizens that their jobs are being taken by people from minority backgrounds. And there is no doubt that recruiters in many fields have sought to actively import talent where there is a perceived lack of it from amongst the local employment pool.

 

With the media highlighting the negative aspects of muticulturalism and the dangers of excessively liberal policies, and the rise of nationalist parties in the political sphere, even the politicians’ are displaying quite schizophrenic behaviours as they reflect the public’s ambivalence over diversity.

 

Companies as diversity in action

The modern workplace, to varying degrees, mirrors the situation in society at large. People from different backgrounds come together for a common cause and while there are inevitably culture clashes and disagreements there is also a lot of solidarity and shared identity.  A company’s success seems often to be related to  the extent to which its workforce has been integrated, enabling everyone to pull together. But is there more that a diverse workplace can offer up?

 

Attack of the Clones

In our drive for diversity, we must ensure that the people we recruit are given the support and freedom to actually express their unique qualities and perspectives. In a modern workplace we need to utilise the full richness of each individual’s experience and tap into their irreplaceable skills and strengths, if we are to remain relevant and competitive as a unit.

 

Employees are not just representatives of particular demographics in society, they are living, communicating windows into the minds and hearts of the people who share significant elements of their background. If one of our employees uses a wheelchair, he or she will be invaluable in assessing how accessible our company is to other wheelchair users. If a female employee objects to the chauvanistic workplace culture then ignore her at your peril. It is highly likely that sexism is coming across in our products and services, alienating women in society.

 

In some ways, a diverse company is a gift which gives us the opportunity to interact with society at a deeper, more inclusive level. But we must still make the most of the richness at our disposal by treating employees as respected individuals. Otherwise we risk creating a sham diversity rather like the clone troopers in the Star Wars stories. Here, the individual troopers are largely identified by surface differences alone (hairstyle, uniform trim, etc.) to compensate for the fact that they are all cloned from one source.

 

Is diversity still on the menu? Absolutely, but only the best restaurants can combine all of the flavours into one appetizing dish.

 

About the Author: Nicole Dominique Le Maire has gained a reputation as a highly valued leader within the female business and Human Resources Industry. As a multi-talented woman entrepreneur and a global people connector, she is also the co-author of two books, including “The Female Leader.”  As a result, she has gained tremendous experience guiding startups and entrepreneurs which has supplemented her MBA, MAHRM, and MCIPD and this has catapulted her to become one of the top leaders in the Human Resources industry.  Get in touch via twitter @NicoleLeMaire or one of the business websites,  humanresourcesglobal.com, newtohr.com, thefemaleleader.biz