Category: Business and Workplace

The Benefit of More Women in Leadership Roles

Posted on April 28th, by Jennifer Payne in Business and Workplace. No Comments

Women account for half the world’s working-age population globally. However, the persisting imbalance of women in positions of power has started a debate in corporate circles about the viability of a gender quota so as to encourage gender equality in corporate positions of power. But why so much hoopla about gender equality? For one, reports suggest that more women in higher roles reflect in the form of better performance for the companies. Moreover, companies that have women in leadership roles have traditionally fared better than their counterparts during times of financial crisis, similar to the recent one. Here is a detailed account of why women leadership would work better in certain situations and how can you promote the same in your office.

A study carried out by Pew Research Center on women and leadership; there is little difference between men and women in key leadership traits like ability to innovate and intelligence, while many observing they are even better than men when it comes to being compassionate and organized.  Despite these facts, we see a very limited participation of women in boardroom discussions and at the upper management level. The story is same across all the continents, whether it is Asia, Europe and the US. In an extensive survey carried out by 20-first, a UK-based global gender consulting firm in 2014, women held only 11% of the 3,000 executive committee positions in 300 surveyed companies.

 

It’s good for financial performance of the company

Multiple research studies have been carried out in this direction. In 2007, a not-for-profit organization Catalyst reported that Fortune 500 companies having females as board members show significantly better financial performance than those having low female representation. The surveys took into account three points- return on sales, return on equity and return on the investment and found that companies having better female representation excelled on all the three parameters. Another major research that reports similar findings is that of DDI, (Development Dimensions International), a global talent management firm based out of US. According to DDI survey, companies that had majority of board members as women witnessed a substantial 87% better performance than their competition.

women in leadership

 

It’s better for the job economy, as a whole

Better financial performance of the organizations obviously leads to a better economic state where there are greater number of job opportunities, better productivity and more development.  This improved financial health will directly reflect in the number of jobs that will increase proportionally. Whether it is marketing jobs or healthcare, the industry hardly matters as long as it is working towards better gender diversity.

 

It’s Better for Relationship Building

We all have a common understanding that women are equipped with better relationship building skills. This is backed by research from Harvard Business Review, which notes that female leaders are consistently rated a notch higher than their male counterparts in the category of relationship building. This is obviously a good thing for the organization as good peer to peer camaraderie is essential for keeping up the productivity at its optimum level. In addition to inter-office relationships, this skill is also going to boost a company’s client satisfaction levels and help expand the business.

 

It’s better for Collaboration

With good networking skills comes the ability to easily collaborate with colleagues, clients and workers across teams, functions, and departments. A paper from the National Bureau of Economic Research agrees on the fact that women are more attracted to cooperation than men.  Men, often overestimate their capabilities, while downplaying those of their colleagues, while women are a better judge of their abilities and therefore are not averse to suggestions and help from their team members. In short, women make better team players than men.

 

Women are Better Communicators

While women undisputedly rule the roost when it comes to communication at personal level, does this also extend to businesses? If experts are to be believed, on the whole, women often make better communicators than men. Zenger Folkman, in their survey, also reported the same. A leader should and must have the ability to establish a crystal clear communication with his team members, clients and consumers. Women tend to be better listeners than men, and that’s what makes for a good leader.

 

It’s also better for men on the whole

Surprised, you might be, but gender diversity at leadership level or in the corporate in general is a good thing for men. This might sound lopsided, but there are many aspects to this argument. We could deal with them one by one.

 

Men have the freedom to break the norm

In the male dominated corporate world, a man’s identity is inseparably connected to his job, role and pay package. However, once the corporate world comes to term with the rising prominence of women, and their increasing participation in management decisions, this will take some performance pressure off the men’s shoulders. They will no longer be expected the default bread winner of their families, the sole earning member, who has to earn more than his spouse, and lead the family. Men can also try to be what they really want to be. They can break the stereotype and follow their passion, at least once in a while. It does give some breathing room and creates some kind of financial cushion to which they can fall back in case their plan B doesn’t work out as well.

 

Men can try to be a better parent

As more women take up careers and become an equally important financial support of the family, men can take some time off their work to be a better parent and run the family in a more involved, holistic fashion. When fathers work fewer hours per week, the family benefits, and it reduces the risk of behavioral problems in the kids that is often witnessed in children who had their fathers missing due to work.

 

About the Author: Saurabh Tyagi is a career and motivational author who consistently writes articles on various job related themes, including gender diversity in organizations.  He has been published on various career sites such as under30ceo.com and blog.simplyhired.comYou can follow him on LinkedIn or Twitter.

 


Happiness vs. Engagement…What Should We REALLY Care About? #WorkHuman

Posted on April 26th, by Jennifer Payne in Business and Workplace, HR Conferences, Workplace Culture. No Comments

About a year ago, right after I first heard about the concept of #WorkHuman and the inaugural WorkHuman conference was held, I started writing a post on the difference between happiness and engagement.  As it happened, life got in the way and the post was put on the back burner, but as we’re now gearing up for the second annual WorkHuman conference, which this year I have the honor of attending, it seemed like a great time to revisit the topic.

As one of the more recent overused prevalent catch phrases and trends in the Human Resources profession, discussions about “employee engagement” in the workplace have been going on now for quite some time.  Just Google the word and undoubtedly you find thousands of articles, blog posts, and best practices about how to achieve and attempt to measure how engaged your employees are.  Heck, even my own job title has the word in it now.  The discussions and debates have been going on for so long, in fact, that some have said it’s time to move on from that topic, that there’s nothing more to say about it.

I was part of a live, call-in episode of my favorite HR podcast, Steve Boese and Trish McFarlane’s HR Happy Hour a while back, in December 2014, where we addressed just this issue.  Titled “Celebrating the Final Conversation on Employee Engagement?” the 200th episode of the show set out to lay to rest the employee engagement debate once and for all.  But what we discovered through the various callers and discussions on the show is that the topic is far from dead.  One element that did come up was the difference between happiness and engagement.

If you look at the official definitions of “happy” and “engage” on Dictionary.com, you’ll see that there is a difference:

 

Happy: delighted, pleased, or glad as over a particular thing; characterized by or indicative of pleasure, contentment, or joy.

Engage: to occupy the attention or efforts of (a person or persons); to attract and hold fast.

 

From these definitions we can infer that just because someone is engaged, it does not necessarily mean they are happy.  Engagement simply means they are putting forth the effort; happiness on the other hand implies an intrinsic sense of joy or pleasure.

One point that was made on that show is that we don’t need to care about whether or not employees are happy, we just want them to be engaged and productive.  It’s not our jobs as employers and human resource professionals to ensure that our employees are happy; and in fact, there are too many outside factors that play into that anyway.  We just need to ensure we’re providing an environment where they can be connected to their work and achieving what they need to achieve.

But I ask this question: are happiness and engagement REALLY mutually exclusive?

Shortly after last year’s WorkHuman conference, another episode of HR Happy Hour aired, one that was actually recorded live at the event.  Steve and Trish kicked off the show touching on the idea of happiness and happy employees, and referenced something that was said at the conference: “Happier workers work harder.” And I think I tend to agree.

You see, I’m not convinced that happiness and engagement are completely separate issues.  Yes, it’s true that you cannot control all factors that play into someone’s happiness.  You can’t control whether or not they are having marital issues or problems with their children.  You can’t change the fact they may be dealing with aging or ill parents.  You can’t fix depression or mental health issues.

But you know what we can do?  We can help to build and shape cultures where people feel recognized and appreciated.  We can take the time to care about the well-being of the folks who show up and spend a large percentage of their lives with us, helping to achieve the goals we set out for our companies.  We can create departments and teams where people feel included and like they belong, somewhere they can generally enjoy coming to; where they can say they love their job, even if they don’t actually like it every day.  And when we do that, doesn’t that help to create employees who are, in fact, happy….even if it’s only in the workplace?

I offer this example.  One of my own coworkers deals with an exceptional amount of drama and issues in her personal life.  From issues with kids to ongoing problems with family, it seems as if it’s just one thing after another for her.  All of this could easily get her down, distract her, and even create disengagement from her work.  Yet, because of the environment we’ve created, she’ll be the first to say, “I’m thankful for my job; it’s what keeps me sane some days.”

Is it our responsibility to create that type of environment?  No, not necessarily.  We have an obligation to create workplaces where our employees have the resources they need to do their jobs.  But does it behoove us to think about the benefits of a happy work place?  By my own experience, I’d say it does.

Just as happier people outside of work could tend to be more engaged and productive in their jobs, I also believe that a happy work environment can offset a hectic or difficult personal life.  And by extension, also creating a more productive and engaged employee.

We all strive to be good employers.  Is it enough to create an environment of engagement?  Or SHOULD we be thinking of taking that extra step and striving to create an environment of happy workers?  Some may still disagree with me and say happiness is not our business.  From my experience I beg to differ.

 

What do you think?  Are happiness and engagement two separate issues?  Should we be concerned about the happiness of our employees?

 

Interested in joining in the discussion about creating great workplaces and cultures?  Join us at WorkHuman 2106.  Register here, and as a reader of this blog use discount code WH16JP300 for $300 off the regular registration fee.

 

About the Author: Jennifer Payne, SPHR, SHRM-SCP has almost two decades of HR experience in employee relations, talent acquisition, learning & development, and employee communications, and currently works in talent management 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.


How the War for Top Performers Can Be Won by Redefining Success: Capacity and the Definition of Talent

Posted on April 19th, by Rita Trehan in Business and Workplace. No Comments

Talent. The War for Talent. Those two terms are the headlines that strike fear into the hearts of companies and create top-line action items for HR groups across the globe. The major fear for us all is what skills will be needed to ensure corporate longevity and success, and how will you get to them before anyone else does? Well, let’s also add to that the ability to attract and retain them. It’s a large problem to solve, that’s for sure. But I’m not entirely sure that it’s an external job. I think it starts with searching internally first, and that means a long, hard look at your leadership and competency models.

 

This is not to say that more traditional competency and leadership models are failures. Quite the contrary: these frameworks have succeeded in providing the qualities/attributes previous leaders and employees required for daily operational and long-term success. Built upon the success profiles of the past along with proven business acumen, these models have sparked development programs, helped forge career paths, laid the baseline for promotions and compensation rates, and crafted the means through which staffing is performed. The issue isn’t that they’ve never been successful; it’s that they may not be what’s needed moving forward.

 

We live in a global business world that is filled with daily disruptors, things that come flying at the business before anyone could conceivably see them coming. Technology advances every day, the customer is closer and more vocal than ever, cloud-based services are revolutionizing the way the workplace runs as well as how products are delivered, and it seems our entire lives can be run from our phones. Virtual technology is coming faster than we think, and with artificial intelligence and robotics working its way from the factory floor to self-driving cars and home-based products such as Amazon’s Alexa, the ebb and flow of product delivery and customer contact is getting faster than the speed of imagination. Does your leadership model work in the same way? Maybe it’s time to take a look.

 

When you review a traditional leadership model, you’ll notice they all have one great similarity: all competencies apply to all leaders, irrespective of their role, division or market. The premise has always been that a central set of leadership behaviors, traits, and competencies must be applicable across all leaders, that everyone must be held to the same standard, and that in order for the company to be successful everyone in management must march in the same direction in the same way. Before maybe five years ago, that worked. But in today’s rapidly-changing world of business, I’d argue that it’s a static, antiquated approach that might get you smashed against the windshield of oncoming change. It’s coming fast, so you must be adept and adaptable, which means rewarding a new set of leadership principles.

 

Let’s also explore the new prevalent population of the world, the Millennials, and how they affect more traditional role descriptions and success models. This generation isn’t driven by the same cash and prestige rewards as were Boomers and Generation X. They thrive on social causes, they desire to make more global impact, they demand work/life balance, and they require constant feedback. They’re also the most swiftly-adaptable generation in history, they solve problems more efficiently, process data more quickly, and can utilize technology better that their predecessors.  We must consider how we look at where these skills fit into the world of work, how to attract and retain their ranks, and how to measure success against present and future corporate needs.

 

All these points direct us to one overarching point: we must change our leadership and competency models. Question is, how do we do it? I have some thoughts.

 

First, I don’t believe we should scrap the entire thing. I think it starts with understanding which baseline aspects of leadership must be required based on your corporate vision, mission, and values; you have to start with performance aspects that point to corporate DNA. What does it take to achieve your corporate goals and move your company forward? What does that look like? Those are your baseline leadership aspects. Describe them and attribute them to everyone.

 

Next, look at your overall goals against market data and understand what it would take to achieve success in each individual role. Adaptability, social change, market expansion, innovation, customer acquisition and satisfaction, the ability to do whatever it takes to ensure customer and market success (also described as leadership brand) — all these things describe what it takes to be a leader. Then you must differentiate at different levels and within different divisions. Growing businesses require leaders with strong entrepreneurial skills. Manufacturing business may measure excellence by production floor innovation and cost savings. Goods-based services might reward the expansion of the business through contract labor. Internal efficiency in companies with large amounts of data such as banks and law firms might be a tremendous measure of success. Every company may financially reward the ability to positively impact the local community or to reduce the impact on the planet. These skills are leadership based, and can (and should) work their way into competency models all the way down to the lowest level of the organization. Once these differences are implemented, you have leadership and competency models that have a similar baseline for success, but reward for individual roles and performance. That is the way to progress to a brighter, more profitable future, and it is the way to win the global talent war in any market in which you play. The same truism applies to the different skills needed to manage a turn-around or a merger.

 

The difference with this approach is the models remain dynamic. Outside the baseline core, as the needs of the company change, the attributes of the model continue to shift with it, continually updated and reflective of where the business is in its life cycle. It is where corporate capacity lives, breathes and grows, and it is where the game of business is won.

 

 

 


Female Managers vs. All-Male Staff

Posted on April 12th, by a Guest Contributor in Business and Workplace. No Comments

In the hotel industry, the housekeeping department is comprised of room attendants (100% female) and housemen (100% male). Management is typically 90-100% female. This predominantly female management team often has difficulty working with the housemen. Housemen are responsible for public areas of the hotel such as the lobby, hallways, restaurant, and lounges. They range in age from 25-62 and ethnicities include Hispanic, African American, Asian and Caucasian. Most have been employed full time for 15 or more years. Housekeeping managers are often young (25-30) and have little experience. Some have been promoted from room attendant positions while others come straight out of hospitality school having spent a year or two as an intern or junior manager.

 

This dynamic is not easy to manage. A lot of conflict is generated around gender and experience (Who is she to tell me what to do? I’ve been here 10 years longer), and resistance to authority (She can’t change that- for what?).  Here are a few DOs and DON’Ts for women to effectively manage an all-male team:

 

1. DON’T try to be ‘one of the gang.’ You are not one of them, so joining them on break, or inviting them to chat in the office only creates confusion and makes it more difficult to establish boundaries and effectively lead.

DO create an authentic relationship by showing interest in who they are. Notice a haircut, new glasses, logo on a hat or sweatshirt (I see you’re a Yankees fan). This builds a connection- you care about more than just getting the job done.

 

2. DON’T be defensive. When you are challenged (You’re wrong. Can’t use that chemical) you may automatically attempt to assert your power and position.(Do it my way! I’m in charge) but this will only serve to escalate the conflict.

DO be clear and responsive. You’ll need to make it clear that the worker must show respect even when disagreeing with you (We can discuss this, but no yelling or accusing). Be responsive to the worker’s idea (OK, so if not this chemical, what would you use?). This shows that while you have the final say, you are open to learning from those with more experience and can admit you don’t know it all.

 

3. DON’T let go of your authority. It is easy to become intimidated and overwhelmed by resistant and angry men. But retreating is not an option. The group needs leadership and structure, so for better or worse, you’re it.

DO lead in your own unique style. Think about what you have to offer: enthusiasm, sense of humor, passion for the work. Whatever you have, USE IT. Be authentic and honest when you don’t know something (I’m not sure what the policy is on X. Let me check it out) and admit your mistakes (Sorry, I was late ordering the supplies you need). Acknowledge the expertise of your staff (You know a lot more about this than I do) and elicit their help and feedback (What do you think and what’s past practice?). All this shows your humanity, which is crucial to building a strong relationship.

 

Managing an all-male staff as a female has its challenges, but the key is always authenticity. Be clear and direct and work through whatever comes your way. This is not always easy or comfortable, but well worth the effort. Stick with it and you’ll build strong relationships and an effective team.

 

About the Author: With a background in social work and 2 decades of experience as a union worker, Laura MacLeod created “From The Inside Out Project®,” with all levels of employment in mind to assist in maintaining a harmonious workplace. She is an adjunct professor in graduate studies at the Hunter College Silberman School of Social Work. MacLeod speaks on conflict resolution, problem solving, and listening skills at conferences across the country.  


Putting the Human Back in HR….and Our Workplaces #WorkHuman

Posted on March 22nd, by Jennifer Payne in Business and Workplace, HR Conferences, Work/Life Balance. No Comments

I’ve noticed for some time now, at least amongst some HR professionals, and in some pockets of conversation within the HR world, that there has been a fair amount of discussion about the need to put the “human” back in human resources.  Not so much implying that we’ve all become robots or total slaves to technology (at least not yet!), but rather that as we get busier, add more to our plates, and expand the scope of HR, or as we get caught in the grind of our day-to-day, that we also need to remember that first and foremost it’s PEOPLE we’re dealing with.

Yes there are policies and guidelines that need to be in place, at least in most workplaces, mostly to ensure that we are legally compliant, that our workplaces are safe and harassment free, and that there are standards in place for fair compensation.  And with more and more technological solutions available to automate HR processes and make the function more efficient and effective, many HR pros are becoming more systems focused in their day-to-day jobs too.

But none of that changes the fact that it’s people that we are supposed to be advocates for. After all, in the end our function is not called “Policy Resources” or “Rules Resources,” or even “Technology Resources”…it’s Human Resources.  Our reason for existence shouldn’t be just to enforce the rules of the company, or put systems and technology in place, but rather to ensure that all of those pieces in place are in the best interests of the people within the company. That they are not just arbitrary rules, systems, or processes, but that they are in existence to help build workplaces and cultures that encourage the best work out of everyone, ultimately in an effort to support company goals.

In fact, this isn’t really a new concept to me.  For my entire career I’ve been trained and coached by my leaders in my HR practice to keep the needs of people front and center in decisions that are made. Even when a decision had to be made that wasn’t necessarily in the favor of the employee, the question that needed to be asked was “have we ensured that we’ve given them every opportunity to fix the issue first?” so that by that point the negative action had to be taken, it was more a function of facilitating what that person had already set in motion by their action, or lack of action.  I’ve been taught over the years that it’s a huge responsibility, facilitating outcomes that can have an enormous impact on someone’s life, so at all times it’s critical to remember that the person you’re dealing with has bills to pay, perhaps a family to help support, and a life outside of your workplace.  And it’s a concept that can extend way beyond just when dealing with issues and negative situations, it’s one that can be used to cultivate and promote positive outcomes as well.

On the surface it seem so simple, but in the midst of our day to day grind can be easily (if not intentionally) forgotten. After all, most of us that are working in the “HR trenches” have more on our plates than ever before. Not only are we dealing with issues, but we’re managing processes, evaluating and implementing technology, and various other responsibilities to help make our organizations successful.

Regardless, it’s a concept that not only can we not afford to forget, but can’t afford to not put front and center in not only our HR practices, but throughout our organizations as a whole.

And that’s where the idea of WorkHuman comes in.

WorkHuman is a concept started by the folks at recognition software company Globoforce, and it’s an idea that they are “all-in” passionate about. To quote the WorkHuman mission, it centers on the idea that “when companies harness the transformative power of human connections, well-being, purpose and communications, we build a work culture that both reminds us of our worth as individuals, and pulls us together in pursuit of shared success.”

In fact, the folks at Globoforce believe so strongly in the idea of WorkHuman and in building a movement around it, that last year they hosted their inaugural WorkHuman conference. I watched that conference from afar with great interest, and this year am jumping in to join the movement.  It’s an entire event focused on building more human workplaces through great cultures, recognition, engagement, communication, and forging connection.

Seems like a worthy focus, doesn’t it? That only good could come out of promoting more human workplaces?

If you’re interested in learning more about building more human workplaces, join us in Orlando in May at WorkHuman 2016. You can register here. Use discount code WH16JP300 for $300 off the cost of registration.  Hope to see you there!

 

About the Author: Jennifer Payne, SPHR, SHRM-SCP has almost two decades of HR experience in employee relations, talent acquisition, learning & development, and employee communications, and currently works in talent management 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.


The Reality of Adult Bullying

Posted on March 2nd, by Kristin Kaufman in Business and Workplace. 1 Comment

Over the past decade, I have had the privilege of working alongside our educational system coaching (and teaching) leadership principles to the senior leaders in our educational institutions from New York City to the Rio Grande Valley. It has been an amazing experience, which has tremendously enriched my life and fulfilled my professional career. Recently, one of my incredible clients, Uplift Education, published a newsletter highlighting the issue of bullying in their schools, and how to address this reality. I was impressed with their coverage and their staunch stance of a ZERO TOLERANCE for bullying in their schools.

While reading their commentary, it was impossible for me not to realize that much of what they were addressing is not limited to children. Bullying is alive and well in our adult circles – professional and personal. Chances are each of us have experienced bullying at least once in our workplace, if not in our social circles. To be clear, let’s identify what we mean by bullying:

  1. The behavior toward another individual is deliberate. It is pre-meditated with the bully’s intention being to hurt someone – in some way.
  2. The behavior is repeated – over and over again. It becomes habitual and the ‘accepted’ approach toward the other person. The behavior may change in how it manifests – yet, the behavior is indeed consciously calculated and intentional.
  3. The power between the individual and the bully is imbalanced – real or imagined. There is perceived difference in power, status, strength, societal or political position, etc. between the bully and the victim – and the bully leverages that to their benefit.

With that as our baseline, how ‘bullying behavior’ shows up as an adult may vary from how it manifested as children. Physical bullying (hitting, pushing, slapping) is far more prevalent when we are younger, than as adults.  However, other forms of bullying such as name-calling, divisive gossip, exclusion and deliberately getting others to hurt, exclude or ‘gang up’ on others, and cyber bullying via Facebook, and other social media mechanisms is much more widespread and common than many may realize.

As a team leader and leadership coach, I hear examples of this on a regular basis. Many of my clients have shared that team members are blocking them on Facebook or other social media channels, or withholding critical information they need to do their jobs. This also cripples their ability to become a part of the team and/or to foster spirit de corps.  Others have stated how peers and team members have spoken half-truths about them and continue to proliferate these fibs and rumors to that individual’s demise and ongoing exclusion. Still others have ‘voted individuals off the island’ due to a simple difference in opinion, a different choice made, or just to assume a superior position that the bully’s victim.

Bullying in the workplace and in life can be completely disruptive not to mention hurtful. It is typically driven by the perpetrators’ need to control the targeted individual. This can be driven by jealously, insecurity, unbridled ambition, or an imagined sense of superiority. Bullying can show up by a set of acts by commission  – actually DOING things to others; yet it can also manifest by acts of omission – which can be someone withholding resources from others or simply not being loyal and standing by the victim, to others. And in the worst of all cases, the bully involves others to gang up on the victim and those that ‘cave’ and do not stand tall to support the victim are in many cases the greatest bullies of all. Over the course of my adult life and career, I have been the victim of both types of bullying.  It is no fun and can completely derail your self-confidence, and have you questioning your every thought, word, and deed – which is, of course, what the bully wants.

So what can we do about this reality? Well, there is a website that does an amazing job of highlighting a few steps to take when this happens in the workplace. It consists of shining a bright light on bullies in the workplace and requires nothing short of turning the workplace culture upside down. Bullies must experience negative consequences for harming others. Senior leaders need to call out that negative behavior, and certainly not reward it. Only Senior Leaders can reverse the trend; and if they actually support it – then the team and organization can become toxic. I have actually had a leader support the bully’s behavior, and that can be extremely disheartening. However, what I believe whole heartedly is this: the truth ALWAYS will reveal itself over time.

A few additional thoughts for consideration:

  1. Always take the high road.As our father has always taught us, ‘if you see it, so does everyone else’. So let the bully reveal their true behaviors – as over time, even if they are the best actors in the world, their passive aggressive, manipulative, and mean behaviors will be revealed.
  2. We need to try to do our best to LIVE the Golden Rule.Yes, trust me when I say this can be hard when folks have been ugly and divisive relative to you and your work. Yet, again, as my parents would say – at least you can sleep well at night knowing you are living YOUR life in integrity and with purity of intention.
  3. Take care of your health during these stressful times.When folks are mean to us, if we internalize this, it will most certainly show up in our bodies. Thus, we need to get at least 8 hours of sleep a night. Eat well. Exercise every day at least 30 minutes. Consider Yoga or medication to help lower your blood pressure.
  4. Finally, we need keep these ‘evil doers’ in our prayers.It is impossible to harbor ill will against someone when we pray for them – of this I am 100% certain.

What are your thoughts? What suggestions to you have when we face situations like this in life and/or in business?

 

About the Author: Kristin Kaufman is founder of Alignment, Inc.™, formed in 2007 to help individuals, corporations, boards of directors and non-profits find alignment within themselves and their organizations. A prolific writer, Kristin’s first book, Is This Seat Taken? Random Encounters That Change Your Life, was released on 11/1/11 to national acclaim, and endorsed by Stephen Covey and John Maxwell, among others. Her second book in the series, entitled Is This Seat Taken? It’s Never Too Late to Find the Right Seat was released 1/13/15. It has already been endorsed by notables such as Marshall Goldsmith, Sean Covey, and Doug Parker, CEO of American Airlines. This book shines the light on late in life reinvention and encore ‘second half’s’ of diverse individuals. The individuals are in some cases widely known and others are somewhat  anonymous to the mass public. The common thread is their ‘post-50’ resurgence in life and in some cases their ‘fork in the road’ is quite serendipitous. Kristin’s third book, a sequel to ‘Is This Seat Taken?’ will follow later in 2015. Kristin is on Twitter as @kristinkaufman.


The Interview – Part 1: Remember When?

Posted on February 24th, by Jacqueline Clay in Business and Workplace, The Funny Side of HR. 3 comments

Welcome to another edition of

The Funny Side of HR from the Desk of a Woman of a Certain Age

 

It is nothing short of amazing how the business of human resources has changed overall during the last 25 years.  And…certainly, if we look back at the job search and interview process 30+ years ago, there is less and less recognition of the art as we know it today.  (Remember, I am a woman of a certain age, so I can discuss this aspect quite thoroughly).  Both the job search and interview process has changed for the HR professional as well as for the candidate.

 

As I mentioned in my introductory piece last month, HR has its hand in a myriad of responsibilities and understanding the job search process from the candidate’s perspective is a key element in the attainment of the ideal candidate.  Given the amount of time it takes to conduct a candidate search, however, many organizations utilize agencies to expedite the process.

 

Today, I am going to do a backstory and take a look at the job search and interview process through the eyes and actions of a candidate seeking a job in years gone by.  This is almost cathartic for me since I have had many experiences job searching.  I will use the pronoun “you” to refer to all of us because we all have been in the job search marketplace at one time or another.

 

So…..walk down memory lane with me…

[Picture a blurred dreamy screen…Yes, I am also budding film producer!]

 

It is the 1980’s, back in a time when you could work your way up the corporate ladder and in essence, were expected to do so.  Many of us started somewhere near the bottom and made it to the top or very near the top.  (If only our boss would have left,  we could have made it to the top!)  Anyway, some of us made our way via education, certification, preparation, dedication, determination, innovation, recommendation, motivation and perspiration.  Some others made it by perpetration, falsification, association, relation, expiration, degradation and quite possibly, incantation.  However you made it, the force was with you, so congratulations are in order!

 

In any case, at the beginning, you found yourself in a situation to seek employment.  What kind of job?  Let’s see.  You have some experience and some education in your field of choice.  Most importantly, though you can type and know how to use a word processor, IBM computer.  You can type 60 words a minute.  (Actually you can type 70 words a minute…but unfortunately, only 60 words are correct).   You know how to use the arduous “cut and paste” and “find and replace” options.  You do not get a headache by looking at the word processor screen that has a dark green background with day-glow green print.  You know how to operate a fax machine and use a calculator.  You have the basics locked and sealed!

 

Now…let’s get started.  First things first.  Living in the Northeast and looking for work in New York, no job search could be launched without getting the job seekers bible…The New York Times.  How could you possibly be serious about any job search effort without thoroughly, eye glazingly (not sure glazingly is a word…but it IS the word needed here!)   reading the opportunities listed in the one and only New York Times.   You had to make sure that through hell or high water, you were able to get your copy of the Times.  This was so important that many people left their warm beds in the middle of the night, pajamas under raincoat, on Saturday evening, to make it down to the corner store to get their copy before it sold out.  Some stores would (somehow) just sell the Classifieds section so that you would not have to lug the entire 3 lb. Times when you only needed or wanted that part of the huge paper.   You still paid for it, but a reduced price.

 

Whew!  You got your copy!  Now to the Classifieds Section.  All you see are job advertisements from agencies, agencies and more agencies.  You circle the jobs most in line with your skills and qualifications.  Most of the jobs listed give short, fragmented descriptions, so it is difficult to determine whether you meet the qualifications or not.  You circle them anyway.  Some are listed with contact numbers, but when you call, you are not provided any additional information,  just told to come in.  “We don’t take appointments.  Just come in between 9 and 5 and bring several copies of your resume” was the mantra.

 

Resume!  Ok…you have a few copies printed on nice, expensive paper.  You prefer not to waste providing an agency with a resume printed on expensive paper.  But…alas…you may never get to the company interview if you don’t show a well written, professional resume and providing a copy on expensive looking paper may give you a minor edge.  You check to make sure there are no errors.  If there are, you have to retype the resume from scratch and take it to a printing company to make copies (unless you have a word processor and printer at home).  But…thanks to the resume gods, your resume looks good.

 

Ok….back to preparation.  Now…what to wear.  There are only a few acceptable choices.  A dark skirt suit (navy, black, brown, gray), a white or light colored shirt, low heeled shoes and flesh tone stockings.  Low heeled shoes were key because you never knew how far you would have to walk to get from agency to agency.  Accessories could be a string of pearls, a pin or a bow.  Simple, clean, professional.  We followed the Dress for Success rules to a tee.  One of the old adages routinely applied was, “don’t dress for the job you have (or in this case, going for), dress for the job you want”.

 

Finally, you have to decide the route to take.  (I am only going to speak from the perspective of seeking jobs in New York City and the subway, since that is where my experience is founded).  Most of the agencies were located near the 40th  midtown street location….although there were also numerous agencies in the Wall Street area.  Since you needed to keep your travel expenses to a minimum (in the 80’s, there were no metro ride all day for one low price cards), you made a list of the agencies in the same general vicinity knowing that you would, if lucky, only be able to get to two…maybe three agencies in one day.  Why?  Because you would have to wait…and wait and wait to be interviewed, especially on the Mondays and Tuesdays after the Sunday classifieds were published.  I recall walking into a “just come in” agency and seeing tens and tens of people just waiting.  Once you were called to move from the waiting room into the main room…you thought you were finally going to see someone to discuss the job…but no!  You were led to a room to take endless tests.   Typing, computer, spelling, math, calculator, etc.  Take a test…then wait…take another test…then wait.  Hour after hour.  At long last, some kind soul would call your name and usher you into the kingdom….the place where you would finally be interviewed for the job you circled.  You feel as if you had won the lottery!  It’s my turn!   Off to see the agency rep.

 

The agency representative, let’s call her Ms. Smith (very original, I know).  Ms. Smith scans your resume and reviews the mountain of tests you took earlier.  She asks about your experience and you regurgitate the speech you so diligently prepared.  Ms. Smith tells you about the position, but says that the agency has sent several candidates to the company already and waiting for a call back from them (the company).  Ms. Smith thanks you for coming and says, she will be in touch.  The entire interview took less than 5 good minutes.  Be in touch??  After several hours, you are told, “will be in touch” and given a polite good bye handshake???  At that point, YOU want to reach out and “touch” someone yourself!

 

Ready, set, go….. on to the next agency.  Never discouraged, you trot off to the next agency in your low heeled shoes with your New York Times circled classified section under your arm and your expensive resumes in your briefcase instilled with the confidence that you will eventually find a job.

 

Good Luck!

 

Next month….Interview – Part 2: How technology and social norms have changed the job search and interview  process for the candidate.  

 

About the Author: Jacqueline Clay is a freelance HR business consultant working with small and midsize organizations to assist them in meeting the challenging responsibilities associated with the full realm of HR management.  With  over 20 years leadership experience in all aspects of the HR business, she has helped organizations in a myriad of areas, including  on boarding, labor/employee relations, policy and procedure development, organizational effectiveness, coaching and training.  She holds a BA in Psychology from Fordham University.


Should HR Follow Finance in Innovation? 

Posted on February 10th, by Rita Trehan in Business and Workplace. 1 Comment

We all know that HR technology threatens to make many in our function obsolete. We’ve heard that HR tasks can be outsourced or that systems can take the place of people. What I don’t believe anyone has pointed out is that Finance weathered this storm beautifully a long time ago, stepping in front of their transaction-based business into the role of core management, disseminating and becoming indispensable as advisors who use the tools to make the business faster and more agile. We’ve never tied these two departments together in their migration from transaction-based to innovation-based. I think it might make for a good read.

 

 

As HR professionals, we’re often threatened by obsolescence. We hear threats of outsourcing, that we’re mere paper pushers, that we can’t keep up with our internal business partners, nor do we speak the language of the business. Many of us seek our own counsel, gathering together to figure out what best practices could lift us into higher esteem with our C-suite, breaking our organizational structure and twisting our business models to appear more productive and current. But there’s a simple solution not many of us may have considered, another division who was much maligned for years until they rose to prominence over the past few years: why don’t we ask our friends in the Finance department?

 

Those of us who’ve been around for a couple of decades or more can remember how maligned our financial partners were: seen as necessary number crunchers who just ran reports, they suffered much the same threats as HR does today: outsourcing, deconstruction of the department, reengineering because they didn’t understand the business. But one look at the transformation of the Finance department of today, and they’re some of the most respected individuals in the business. Why not follow their lead?

 

Before we go further, I understand in many organizations the Finance and HR departments might be at loggerheads. Where Finance sees HR as the defender of decisions that might be better for the workforce than the bottom line and where HR may have issue putting return on investment on their activities for the needs of their Financial partners, I argue that a closer partnership is invaluable, and that we can learn a lot from our math-savvy teammates.

 

We’ve suffered many of the same failed reorganizations, by the way. Massive IT overhauls, shared service centers, process reengineering, etc. But where Finance has evolved is the focus on what the team can offer their clients versus how they offer it.  Back office transaction processing is virtually invisible to the internal client, and the most client-savvy among them are front-facing with their C-suite and management team, offering analysis and decision support. They operate with a clear vision of the activities which create value and drive business outcomes and those that don’t. Finance understands the skills and competencies their staff needs now and in the future in order to build stronger talent capabilities in areas of weakness. They evolve as a service provider. They keep their eye on how their processes and tools can help their clients succeed. They mind the bottom line, and they speak the language of the business.

 

The evolution of the back office of the Finance department is a critical example of what is possible if you maintain a client focus during a transformation. Both Finance and HR have undergone massive technological revolution. The differences between these processes is simple: HR technology brings HR processes to the desktops of the masses, while Finance technology brings the mindset of the masses to financial processes. Their job is to make it easier to enter data and run reports. General ledger information is rarely visible when filling out an expense report. Can we say the same about HR desktop technology? Are benefit, compensation and performance management desktops that fluid? We could learn something.

 

But the most crucial item to come of the evolution of the Finance department is their migration into the C-suite as consummate business partners. They know their businesses, and they’re able to forecast where the business wants to go and what it will take to get them there. They’re quick to suggest process improvements, technological advances, and tough decisions that will lead to the fortitude of the company. They’re one of the first to be pulled into a crucial decision-making meeting. They’re involved in all the major moves of the business because they’re seen as a trusted advisor and a crucial aspect of the business. It’s admirable. It’s also repeatable for the HR side of things.

 

I believe strongly in HR as the business partner that Finance has become. We must evolve and use our tools to solve the problems of our corporate clients. Align with Finance and follow their lead. Where their success has taken them, we only have to follow and surpass.

 

About the Author: Rita Trehan is the Founder and Principal of Rita Trehan, LLC, a change management and leadership advisory firm focused on corporate leadership, emerging technology, and cutting-edge organizational design. As a seasoned top executive that has successfully transformed organizations at the Fortune 200 and beyond, she has extensive experience working with CEOs and top corporate management on process and organizational improvement for maximum profitability. A soon-to-be published author, Rita regularly speaks at industry conferences around the world. You can contact Rita on twitter at @rita_trehan and connect with her via LinkedIn. Rita’s blog can be found at www.ritatrehan.com.


How Do I “Hook Them”?

Posted on February 2nd, by Kristin Kaufman in Business and Workplace, Personal & Professional Effectiveness. No Comments

How do I ‘hook them’ when interviewing, vying for a promotion, or closing ‘The deal’?

As many may know, ABC has a real hit on its hands with The Shark Tank! The stars are a ruthless, shrewd collection of diverse, self-made millionaires who judge, qualify, and either select or ‘de-select’ budding entrepreneurs for further investment. If you haven’t watched it, you will either love it or hate it. This show can teach us a lot…..whether we are selling a concept, a product, or ourselves….let’s face it: who isn’t in sales in one form or another?

I have several clients who are currently interviewing for a new position/promotion within their existing company or in some cases other positions outside their current employer. Many are seasoned veterans who have not had to formally interview in quite some time. How can they get noticed and stand out when so many of the individuals they are up against are equally qualified? This is an art – not a science – as we all know. Yet, there are a few easy tips to keep in mind:

  • The devil IS in the details. So, when you are presenting yourself or your idea – in person, electronically, or in hard copy format – be polished in every way. No typos. Prompt thank you notes and emails. Be on time. Be prepared. All the details we often let go by the wayside the higher we climb in the corporate chain, COUNT. I am here to tell you – these small details and nuances matter.
  • First impressions count. How are you showing up….do you look and act successful? Are you confident? Do you act confident? (Not with false bravado and arrogance….with authentic knowledge of who you are and security that what you have to offer is of value.) Are you respectful? Are you dressed appropriately? Are you calm, cool, and collected? Are you well-spoken? Do you look them in the eye – personally and sincerely?
  • Have a compelling value proposition. What are you selling – about you or your idea? Why and who cares? What makes you and this product/service different? Who is your competition – and how do you ‘trump’ them? What need are you filling? What desire are you squelching? Why you? Why now?
  • Stay curious and open. Interviews and sales calls are often not so much what you tell them about you – it is what you ASK that makes the difference. Go broad and deep…industry, company, culture, leadership, current challenges, etc. The questions show your thoughtfulness (or lack thereof), and this is a sign of maturity and executive thinking.
  • Pre-briefing calls and phone interviews are not casual get-to-know-you conversations. Treat every interaction like it is the real deal. Smile while talking (they can tell….even if over the phone). Keep the energy high – without being an “eager beaver.” Be prepared and professional.
  • Know your stuff…..particularly the facts, figures, and data. If you are selling your concept, idea, or product – how much money have you made so far, i.e. what is your revenue stream? How much profit comes from that top line revenue number? How are you getting your product to market? What is your price per item? What percentage of that is profit? How do you plan to scale? What do you see your greatest challenges to be at this stage- and what do you recommend to fix it?
  • Raw, controlled, passionate enthusiasm. Areyou real? Do you LOVE what you are doing? Do you LOVE the product/service/job you are representing? Do you believe your offering is the ‘bees knees’ and will knock their socks off…..really?!!  Do you engage your audience like real people….and possible consumers? Are you meeting them where THEY are (not where you are)…i.e.: are you engaging them like the decision makers they are? Are you bubbling over…..in a contained, professional way? (Remember: energy begets energy….and enthusiasm SELLS.) Are you happy to be there?
  • Finally,have your answer to the “So what?” question well engrained in your mind. In other words…Why YOU? It is not enough to share what you have done, where you have done it, etc. You need to be clear on what it is that you uniquely offer and the results you can bring to the table. Full stop. In preparing for your interview, ask yourself at the end of every question asked – did I make it clear what I uniquely offered and delivered? If the answer is “I’m not sure,” then start over and create sharp, crisp answers which leave your mark.These steps guarantee nothing.However, what I know for sure, is that if we don’t hit each of these steps with all we have; we will never make it to 2nd base…..much less make a home run. Sure, there are at least a hundred more points of advice to offer in order to get that second round of funding, secure the non-profit donor in order for you to ‘break ground’ on the new facility, close the first multi-million dollar deal in a new account, or secure the promotion you have been working toward for years…..for whatever the sale is we are trying to make. Yet, those bits need to be developed and strategically customized for the sale.These steps are simply the basic blocks to get the door opened. Whatever profession we are in….software startup, non-profit organization, charter school system, or volunteer effort…..these steps are the constants. THAT is how you will be remembered when stacked up against others of equal tenure and experience.

 

About the Author: Kristin Kaufman is founder of Alignment, Inc.™, formed in 2007 to help individuals, corporations, boards of directors and non-profits find alignment within themselves and their organizations. A prolific writer, Kristin’s first book, Is This Seat Taken? Random Encounters That Change Your Life, was released on 11/1/11 to national acclaim, and endorsed by Stephen Covey and John Maxwell, among others. Her second book in the series, entitled Is This Seat Taken? It’s Never Too Late to Find the Right Seat was released 1/13/15. It has already been endorsed by notables such as Marshall Goldsmith, Sean Covey, and Doug Parker, CEO of American Airlines. This book shines the light on late in life reinvention and encore ‘second half’s’ of diverse individuals. The individuals are in some cases widely known and others are somewhat  anonymous to the mass public. The common thread is their ‘post-50’ resurgence in life and in some cases their ‘fork in the road’ is quite serendipitous. Kristin’s third book, a sequel to ‘Is This Seat Taken?’ will follow later in 2015. Kristin is on Twitter as @kristinkaufman.


On The Lighter Side of HR? From The Desk of a Woman of a Certain Age

Posted on January 26th, by Jacqueline Clay in Business and Workplace, On My Mind, The Funny Side of HR. 1 Comment

Editor’s Note: Please welcome Jacqueline Clay, our newest contributor, with a new feature for 2016.  Each month, “From the Desk of a Woman of a Certain Age” will take a light-hearted look at HR of yesterday vs. HR of today.  We hope you enjoy it!

 

Hello HR Professionals!

 

We Are Still Here…..
Office Management, Personnel, Human Resources, People Management, Business Partners. We have lasted decade after decade. We are like the watch, “we take a licking but keep on ticking!” Yes, our name changed, but we are still the same folks that interview, hire, fire (aka terminate, layoff or downsize), listen, coach, counsel, advise, train, write policies, procedures, rules, regulations and stand as the target on the firing line when things go “left”. We are the keepers of the flames of objectivity and provide the ethical, moral, “do the right thing” barometers’ that helps to develop, strengthen and maintain the best practices company acumen. We have walked, strolled and skipped hand and hand with our business leaders for many years…sometimes tripping over bad behavior, falling in the hole of subjectivity or stepping over the grate of ethical concern. Sometimes we have had to go “undercover” and operate in covert ways to make sure that our HR badge of honor, trust and credibility did not become tarnished. We start our profession bright eyed and energetic like Mary in the beginning stages of the Mary Tyler Moore Show and later look like the mature Aunt Bea from the Andy Griffith Show if we don’t come to realistic terms about what we can and can not do. (Yes…I said I am a woman of a certain age).

 

Life Literally Abounds In Comedy…
Don’t be dismayed though. Personnel, HR, Business Partner….it is a great opportunity and through my many, many years of HR experience, I have encountered and been a part of a ton of humorous and thought provoking observations. We deal with people and people can be unpredictable and very funny. We handle relationships between prospective employees, current employees and the employer and trust me, often times these relationships can fall unexpectedly into the pit of comedy.

 

Who Am I?
I am a senior level HR professional and have worked my way up the HR ladder to Director/Chief HR Officer for a myriad of companies in my over 20 year career. I have seen it all and trust me, sometimes I wish I hadn’t! From the 1980’s through the decade of the 2010’s, HR has had to make and made tremendous adjustments to stay viable. With some of these changes, we kicked, screamed and were dragged to the change table. Sometimes we just sat at the table of an executive meeting and thought to ourselves, “they know not what they do”. (I must add this one note… once when I was asked to attend an “Executive Meeting”, I noticed that my chair sat lower than the other executives. My chin was not far from the top of the table. There were no other chairs available. I felt like a little kid at the Thanksgiving table! Were they trying to tell me something? However, at the time, I was just happy to have the always desired “seat” at the Executive Meeting., albeit it low). I digress. More on having a seat at the executive table in a future article. In any case, we HR folks stayed afloat.

 

Going Forward…Please Don’t Shoot The Messenger
Now understand, the upcoming articles, just like this one, will be opinion pieces. I want to make it clear…it is just my opinion…my view. These may not be your experiences…so don’t ask for my SHRM (Society of Human Resources Management) card back! I have lived a very observatory life. I am always looking, seeing, questioning, analyzing the whys and why nots of the full realm of this business. The good, the bad, the ugly, the funny.

This series will be an observatory view comparing some aspects of yesteryear HR to today…with some comedic undertones. Or is it overtones?? I love to laugh and hope you will join me on a trip down memory lane as it pertains to all things HR. I am so thankful that I am old enough to take the trip and young enough to still remember!!!!

See you next month!

Regards……..

An HR Woman of A Certain Age!

 

About the Author: Jacqueline Clay is a freelance HR business consultant working with small and midsize organizations to assist them in meeting the challenging responsibilities associated with the full realm of HR management.  With  over 20 years leadership experience in all aspects of the HR business, she has helped organizations in a myriad of areas, including  on boarding, labor/employee relations, policy and procedure development, organizational effectiveness, coaching and training.  She holds a BA in Psychology from Fordham University.