Termination Decisions: HR or Management?

So today it happened twice:

I'm watching "Better Off Ted" --> a show about a company focusing primarily on the research and development department of a large organization. It's the second season, second episode and the show is about potential lay offs in the department.  They are talking about the termination process and the line starts with "When HR decides to terminate someone..." My husband looks over at me and giggles. "See even TV says it's your decision to terminate people. No wonder people are scared of you." (He thinks he's funny.)

And then...

I'm reading my favorite online magazine, Inc. Magazine. The heading reads "2010: The Year in Bizarre HR" and of course I click on the link.  It's 9 different stories about terminations or warnings to employees for "bizarre" reasons.  And while it says "Bizarre HR" all I could really think was, "Bizarre Management". As far as I know, even if HR "approves" the action, the decision lies with senior management (at least it should).

Here's the article (it's quick and in a slide show format with the option for reading more for each story):

 http://bit.ly/f3CgPa

 

At the end of the day - there are usually three parts of a story - their side, your side and the part that isn't exaggerated.  My point however - management needs be the ones seen responsible for termination decisions.  A human resources department shouldn't be code for the "Place Blame Department" or the "Department of Bad Decisions".  If managers really want their employees to follow protocol they have determined is important to the organization, it is their responsibility to make sure it is understood and interpreted the way they want it to.  Buy-in is critical (this includes their OWN buy-in).  And then of course, compassion is needed when managing to the policies.  Policies should be flexible enough to be broken for the right reason.

 

If your intent is to implement a policy so you have the right to terminate someone - you're so not doing the managing - you're letting it be done for you. 

 

Elevated HR Solutions: An Acquisition Strategy Must-Have

When it comes to your employees - every book, article and blog out there these days says that your employees make the difference on a bottom line.  Hiring people that fit your overall culture, truly listening to them and paying attention to their needs and wants, providing an environment that individuals can excel in and a place where they are rewarded for acting upon their strengths is absolutely key. 

So what happens when you merge or acquire a company where you had no influence on the hiring and therefore the culture is potentially almost opposite of what your company is today? Do you have a plan for that?

I've been a part of a couple of acquisitions and unfortunately, not all have been successful.  Once I walked in during mid acquisition - that's probably another blog in itself (insert "gong show" reference here), another time I supported a sale of a division to another company and I have also been part of a couple of acquisitions from start to finish.  Truth be told - I learned far more from some pretty epic mistakes - but happy to have the experiences to look back on.

While I could definitely go over all the don'ts and learnings from my failures - it is honestly much easier for me to just discuss the "Do's".  At the end of the day - above anything else - there really is only one "DO" during an acquisition and it can actually be summed up in one word, "COMMUNICATE".  Yup - that's it.  Be transparent and communicate it.  K maybe two things...(I've always said if I was good at math, I wouldn't be in HR...I digress!)

So here's the deal - if you've never been acquired by a company, you've never experienced so much uncertainty in your life.  Even IF the company assures you no changes will happen (insert disclaimer such as, "at this time" here) the initial thought of almost every employee is, "Will they keep me? Will I still have a job? Will my benefits change? How will I pay the mortgage? I have kids - what will they do?"  In a matter of seconds, fear renders an employee useless. 

So - what can you do to help this employee? COMMUNICATE. And I don't mean once or twice and here or there - have a targeted plan.  Update your portal/intranet daily. Make real connections in person. Send a ton of the acquirer's management team to the acquired's office and have real live opportunities to ask questions.  Town hall meetings regularly need to happen. An anonymous question box should be created. Employee's of the acquired's team need the opportunity to talk about what they do and what they value (don't let the HR person of the acquired's office tell you that - they too are feeling fearful.)  And finally when you are communicating - be real, be transparent.  It's okay for you to say "I don't know".  It's also okay for you to say, "We're still discussing X.  And due to X I'm not at liberty to discuss it."  Employees get that not everything is up for discussion (especially if you're a public company) - but be real with them. Don't make it up.

And finally don't avoid your employees - not only will you lose the faith of your new employees, you may even lose the faith of your own.  You've built your business big enough so that it can go out and acquire another business.  Don't blow it by being shady. 

You've got a voice and an opportunity to create something great. Just communicate.

Elevated HR Solutions: Disabled employee is terminated for dishonesty

So for those of you who personally know me, have often heard of my frustration when it comes to the human resources reputation.   Ultimately, I truly do love the profession and I love that it can support a business as well as protect it.   I say it often, your employees are your greatest asset, but can also be your greatest liability. 

Here's a recent case that demonstrates the liability...

Winpak Ltd. v. C.E.P., Local 830, 2010

Cole's notes version of the case: Set in the province of Manitoba, Canada an employee goes on disability due to an injured back. The injury did not occur due to work, however prevented the employee to work, much like an illness.

When an employee goes on long term disability (LTD), during the first 12 months (typically) you are only asked about being able to do your own job.  After 12 months, the insurance provider asks if there are any accommodations that could be made, or if you could do another job, similar in stature and pay.  If you cannot, your long term disability benefits are continued.

Typically a long questionnaire is asked, and in the case of above, he said that he could no longer do anything, he couldn't even drive - he was pretty much bed ridden and could only watch TV/movies (direct quote!)  The doctor, didn't deny any of this, wrote a note and did not state a date of return.  If the doctor can't find anything, but the patient still complains, this is typical practice.  It's like the guy who has migraines, but nothing can be found, but he still says she's in pain - it's hard for a doctor to say, "You're lying" or "I don't believe you."

Anyway, the insurance company hires an investigator who follows him for two days.  And guess what? He can drive, and is caught carrying bags to his car. He drives around all day going to various stores and seems to be walking without issue (videotaped).  He picks up his wife in the car both days.  And at one point goes to the gym for 4 hours.  Yup - 4 hours.  (Later he claims that his physio therapist told him to swim, but he conveniently left that off the questionnaire...)  No matter how you slice it, he's certainly not bed ridden.

So he was fired for cause - and it turns out, as long as you have really good evidence that the person was indeed showing dishonesty - you've got it - no payout, nothing. Dishonesty = cause.  And I'm pretty sure now that the insurance agency will take their run at him too - after all, it smells like fraud!

A human resources department has to be vigilant when handling benefits claims.  Of course they have to be supportive of the employee - but they also have to be looking out for the company and make sure the company is protected.  In most cases, Long Term Disability insurance is paid for by the employee to avoid taxes should they ever have to use it.  This guy was going to make insurance premiums go up for everyone - if he was truly, legitimately disabled - sure - not a problem.  I can't say for sure that a Human Resources representative was part of this case, but if they were - they were doing their job. 

An outsourced HR representative can help in these types of situations - if you've got questions, we've got answers.

http://www.elevatedhr.com/

Elevated HR Solutions: Mentorship Programs in the Workplace

Lately, I've been writing as part of the community on Ask Inc. (http://www.ask.inc.com/).  Inc.com often tweets questions from people in the business world, and a lot of the questions have been HR focused.  Funny - it's the whole reason why I went into my own business (quick questions, that need quick answers)!  But even better than giving, I find myself receiving a lot of other valuable insight, reading and learning from others - and in a way it's almost an online mentorship program, but completely informal.

Of course, this got me thinking - I've had some tremendous mentors in both my past and present.  And I'm excited about the ones I will continue to meet, especially as my business grows.  However, I started reminiscing and realized how I've disconnected from past mentors and am now on the hunt to re-connect.  While I probably didn't recognize it then, and certainly took it for granted - they are the people that helped to shape me now.  From CEO's and CFO's, to peers and co-workers, to industry HR leaders, to parents and grandparents - I would not be anywhere without all of you in my life - so to that - here is one big shout-out of thanks!

As for mentorship programs in companies - I have tried several times to implement formal programs and then have honestly...failed.  And as I write this blog, I'm trying to really grasp why.  I mean - I have always had a mentor in a company - it was part of my accelerated growth plan in any company I worked for.  Gravitate to those who have excelled and learn from them - politically it was the best advice I was given and actually followed through on.  But as soon as I was tasked as in charge of a  formal mentorship program, I just found it fizzled.  However - it obviously doesn't fail in every organization - check out this link: http://bit.ly/bXlnWB

As I continue to think (and most likely make up an excuse!), perhaps it's because we couldn't ever find enough mentors who had time to be mentors.  Formal mentors.  I mean, mentors too, gravitate towards proteges they are going to get the most reward back from.  I have found myself in several situations, where someone has asked me to help, but then really, they didn't want help - I think they just wanted to gripe or tell their story and then move on.  In addition to that, our pool of employees wasn't ever very big - I can see that it would be easier if a company had 1000+ employees in the same city (like the Xerox case above).

Okay - so enough about my failures (I mean, really, who likes to admit they fail...)

A solution that I think would most likely work really well for any company is a formalized mentorship program that can be found OUTSIDE the organization.  If you promote the various mentorship opportunities that exist in various cities, employees can learn from others, those same employees can vent "safely" as opposed to someone internally, leadership opportunities can be created and then employees can implement those same skills back into the organization.  It's a win-win for everyone.

For example, I stumbled across the mentorship program with the HRIA (Human Resources Institute of Alberta) and have signed up to be a mentor...and now I wait to be matched up with a protege.  The HRIA is using a system called Mentor Scout Clients and their client list is quite impressive (Best Buy, Home Depot) and I have to admit, it's really neat how they collect the information and match people electronically.  I'll keep posting about where this will go!

This site however, http://www.islandnet.com/~rcarr/mentorprograms.html actually lists a large majority of mentorship programs that are available.  How neat - that you could potentially be connected around the world?

So in conclusion - perhaps rather than focusing on building an entire mentorship program internally - you communicate the opportunities and provide resources on the options to be mentored externally.  It seems like a really good option - especially for those companies that don't have the resources or time to spend on Mentor Scout.  I'm a fan of making employees accountable - as long as you give them the tools to be successful!  That's what I think is a great return on investment!

Elevated HR: A new approach to HR

As I sit an hour early for a flight and watch the disappointed passengers of a cancelled flight to Thompson, Manitoba due to weather, I pause silently and give thanks that I am going to a much more weather predictable city…cough…Calgary. Time to reflect.  Time to ponder. Time to think. It’s been a while. 

This new venture as an entrepreneur has had so many ups and downs in such a short time. That said the ups have definitely outweighed the downs.  I know that I wouldn’t be sitting writing this blog if they hadn’t.  I’d be solely concentrating on finding a job – any job that was good for the soul.

This past week has taken me into a direction that could not have been predicted.  Friendships of more than 15 years appeared at my door early Saturday morning.  For the first time in a long time, I engaged in conversation where I didn’t have to be on the top of my game and “sell” my service.  And yet something funny happened – I couldn’t stop talking about Elevated HR.  The passion continues to climb – it’s in my bones, it’s in my blood – it’s who I am, it’s what I want to be. It’s me – authentic and real. 

Back up only 12 hours prior to their arrival… on Friday, I had a pitch to a potential new client (fingers are crossed) following up with a debrief with a potential new partner.  I found myself getting emotional at times, describing the weird journey I’ve been on in the last 12 weeks.  And then he asked me “Why are you doing this? You could probably make a lot more as an executive in a company.”  Without hesitation I responded, “Because it’s the right thing to do.” It’s the right thing for me, but more importantly I believe it’s the right thing for organizations. I know this is a service that can be used by the thousands of small to medium sized businesses out there – and it’s scalable…and…it’s just RIGHT.

Look – I know that the whole Human Resources function has a bad reputation. Even I tend to cringe when I tell people what I do (knowing I have only 17 seconds to convince them that I’m not your “typical” HR person). As someone who has been there (and done that), an HR rep typically cares about people and wants to genuinely help.  But occasionally we get caught…we get caught in black and white and forget that the gray is what we actually need to be looking at.  We get thinking that one answer fits all – like one size fits all.  But people are not cut from the same cookie cutter – so a cookie cutter approach simply doesn’t work. An HR representative has to look at all sides of the equation – and then, needs to understand business and the business goals/objectives.  Forgetting that – is simply put – an HR fail.

So going back to what I do and why I do it – because it’s the right thing to do…

Organizations have different goals. Organizations have different wants and needs when it comes to their employees. But management teams need support that protects, saves time and saves money when it comes to their employees.  Most business owners didn’t start their own business for the sake of managing employees.  But employees are necessary to grow and expand.  Employees are truly amazing assets and also their greatest liabilities.  My goal is to help organizations manage. Easier. Faster. Confidently. And of course, affordably. 

I created Elevated HR because I believe it’s time for a new way of doing HR.  If you have employees – or need to grow your business by hiring employees – I can help.  And I guarantee to provide a real return on investment – if I don’t, you’re not charged a dime. 

That’s the Elevated HR guarantee.

http://www.elevatedhr.com/

Elevated HR: Determining the Salary Equation

Often when I am advising clients on their hiring strategy, I am also asked to help them determine what to pay an individual.  I always find it funny that the first question I am asked is, "What does the market pay for X?"  While a company certainly needs to be competitive, the first question any company needs to ask is "What can I afford in relation to the expected return on investment?"

Following that, 2 more questions need to be asked:

1.) What is the minimum education and experience needed to get this position off the ground and running?
2.) What is the performance I expect out of the first 90 days?

Then, it's time to ask what is the market paying and fit YOUR expectations into that range.

Here is an example:

I need to run pretty lean right now, but definitely need some administrative help to make sure my vendors get paid and my clients are paying me.  In addition to that, I need someone to send the initial teasers to potential clients and follow-up with thank-you's after pitches and finally schedule follow-up meetings with clients who have signed on.  This will allow me to focus more on sales and delivery, pitch to more potentials, therefore turning more potentials into clients, and turning more clients into lifers, therefore generating even more revenue.  By hiring this person, I would hope to triple revenue because I will have the time to do so.

If I'm currently bringing in $200 a month, by hiring this person I now make $600 a month, I decide I can afford $200 a month.  This includes vacation, health and dental benefits and sick benefits.  It does not include external training or the work/life balance options or the various creative options I will also offer the person.

Education isn't a factor (but basic skills like use of the Internet, grammar, reading, writing etc. is necessary - however the school, program etc. is not important to me).  I need them to somehow prove to me they can take an instruction and follow through.  They may not have direct office experience, but they need to know how to use Google and figure out the problem at hand (so if they have a degree and no experience, that would work to).   My expectation is that after two weeks, I'm not having to explain myself, they've got it and can run with it.  I may not always agree with their way of completing the task, but customer service must always be first.  First impressions and follow-up impressions will be something I look for.

If I go to various websites on the web - I can see that the market is paying anywhere between $50 to $350 a month for the same position.  I can't go above the $200 mark, so I look for less education and less experience.  I do need someone to be smart, and stay for at least 6 months, so instead of paying the bottom, I pay $100 and set performance measures during the first 90 days to get them to the $150 mark.  If they don't meet my expectations, they don't have a job, but I also didn't overpay them in relation to my budget either.  My benefits package and work/life balance also makes up for the other part of the total salary package - which I don't offer until after the 90 day mark. 

And this is how I determine the salary equation.  What can I afford vs. the projected return vs. education vs. experience vs. external market.  I want to be fair - but I need to do what's right for the business.

http://www.elevatedhr.com/

Flu and Cold Season - Tips for a healthier workplace

Okay so we all know him/her...the martyr that walks in the door with puffy eyes, a red nose (dripping disgusting-ness), hacking away at their lungs, kleenex everywhere.  Every five seconds or so, you hear the sniff, or a cough or a moan that says, "Please let me die!" And yet they still show up to work...YUCK!

As I've mentioned before in my blog, you can have policies and procedures for many things.  But having a policy to send someone home if they are sick isn't one of them.  Instead, I encourage my clients to create a culture that deals with health and illness.  From experience, combining all measures below will make the difference, but implementing one independent of another hasn't necessarily worked in the past.  However, they are easy and you will see an increase in operations if you choose to implement:

1.) Build Prevention and Education Programs

• Offer Health and Wellness classes (nurses will often do this for free) that provides tips on keeping healthy throughout the year - this also allows staff to interact with each other and explain to each other how uncomfortable they are around sick people
• In your employee newsletter give stats on illness and encourage people to stay home if they are sick
• Make sure people know that even the President/Owner of the company takes a few days off to get better when he/she is sick (this really helps employees understand what the culture is)
• Offer hand sanitizer for free to each employee (you could even put it in their new employee orientation kit they receive on their first day)
• Have keyboards professionally cleaned at least quarterly with a product that is meant to kill germs

2.) Change sick days to sick occurrences
Rather than a set number of sick days per year, change it to a set number of occurrences per year.  That way people will stay home until they get better.  A doctor's note should always be required if there is an illness past 2 days.  But those that take a day off for a headache, still only have that day to take off.  Those that are sick for longer will provide the doctor's note and will be sure to take care of themselves.  There is the argument that doctors won't see them (they don't want them in the waiting rooms if they are sick) but it is a way to make an employee accountable - and an accountable culture is a wining culture. You're management team should be educated on how to manage this policy effectively. (CAUTION: I have to admit, if you implement this without a prevention program, it most likely will be abused.)

3.) Allow staff to work from home
Some illnesses do not affect energy levels, but can still be contagious.  As such, staff may elect to work from home on occasion.  I had some staff drive in to pick up a file or two and then leave 10 minutes later and were productive throughout the day.  If you're IT is not set up to allow for working at home, I encourage you to do so.  Employees can remain active, get better and not affect fellow co-workers.

If you want your employees to stay healthy, and get healthy fast when they do fall to illness implementing the above is not only cheap, you will see the return on investment in just one flu and cold season.

http://www.elevatedhr.com/

He needs to be terminated...do I have cause?

Here's a crazy tale: An employee can get drunk at a party, knock out a client and drive into a co-worker's vehicle as he is fleeing the scene.  In addition to that, you can have multiple witnesses and you still don't have cause UNLESS...

1.) You have a record of repeated behavior (written, with his/her signature agreeing to past behavior and the consequences of it - a good rule of thumb is at least 3 written warnings)

2.) You have offered him "help" for alcoholism and he has denied treatment (in writing)

3.) You have a policy that outlines expected behavior at events and the consequences of behavior

And even then, a judge may see it differently. Ugh.

You can take your chances and still let the employee go with cause. However, the minute he or she goes to a lawyer, they will come back and state that you not only need to provide minimum notice in terms of termination pay, you also need to provide additional monies.  It can then escalate into hourly invoices from lawyers and depending if you come to an agreement or not, court (and more hourly lawyer invoices).

So what should you do?

I would not want an employee who shows no control to be a representative of my company either.  That said, here is the simplest thing to do:

A.) Make sure your employment agreements have a termination clause that outlines you can terminate for any reason by providing termination pay (which is at minimum the provincial standards, but could be more)

B.) Terminate the employee without cause, which means you do not specify why you are letting the employee go. All you need to say is, "Your services are no longer required."

C.) Provide the amount stipulated in the employment agreement. At the very least, it needs to meet the minimum standards in each province.

In Alberta it looks like this:

• one week - for employment of more than three months, but less than two years
• two weeks - for employment of two years, but less than four years,
• four weeks - for employment of four years, but less than six years,
• five weeks - for employment of six years, but less than eight years,
• six weeks - for employment of eight years, but less than 10 years, and
• eight weeks - for employment of 10 years or more.

Depending on the province you are in, this changes. So be sure to make sure your employment agreements reflect the right termination clause dependent on the province.

Now all of this said, the employee may be entitled to more based on age, position, how easy it would be to find an additional position etc. Therefore, a common practice is to add an additional amount called "Severance Pay". This is up to each organization what amount they would want to add, but common practice is double. That said, you are not required by law to offer anything.

Once again, I'm not a lawyer.

But I've been there - in these exact situations, mulitple times. If you create an internal process and follow it consistently, you protect yourself. If you choose to go down the path of straight termination with cause, and provide no notice to the employee, you've had fair warning, and should expect a call from a lawyer.

Sure, some employees do not have any idea what their rights are - but it just takes one that does.

http://www.elevatedhr.com/ 

Vacation Policy 101: Use it or...Lose it!?!? Can they do that?

Just like clock-work, I'm getting the annual question from friends regarding their vacation policy.  "Heya - my HR department says I have to take all my holidays by December 31 or I lose them and won't get paid for them. Can they do that? I mean is that legal?"

First a major disclosure here - I am not a laywer. So any advice I give does not represent that of a lawyer. 

But no. They can't do that.  You are to be paid either in days off or in actual salary (and as a side note, depending on the province that you work in you have to ask for permission to get paid WITHOUT taking time off...the province actually WANTS you to take a break as well!)

I am guilty of writing the same email, a "Friendly reminder from your friendly HR department" that basically states, "Don't forget to schedule your vacation time.  Remember it's a use it or lose it  policy".  But here's the truth - it never was (technically).  If the employee has earned it, it's theirs to take.  We knew that.  We just wanted you to take your vacation.

Employers have valid reasons for wanting their employees to take the time off.  Not only do studies show that a rested employee is a much more productive employee, it makes sense for the employer's pocket books as well. I once worked in a company that allowed endless accrual.  One employee ended up terminating employment by providing 2 weeks notice (due to stress no less) and the company had to end up paying the employee out for 27 months of vacation.  At that time it was a $215,000 pay out.  For a tiny little company, this hurt.  A lot.

I often get people saying, "Well I'd actually like to take 6 weeks off and travel, so I want to accrue my time from this year to next year."  I have never really thought of myself as Catbert (The Evil HR Director) but my initial thought was, if a company can have you be gone for 6 weeks, not replace you, do they really need you?  I mean come on people - I get wanting to take an extended vacation - but if you look at it from the organization's perspective, they too have a company to run.

Now going back to the "Use it or lose it" policy. Look - they can't do it - they can't take your vacation time away. But they CAN schedule you your time for you.  So take your pick - schedule your own time or have it scheduled for you.

Here's the deal - if you've been too busy to utilize all of your vacation this year due to various projects, your manager AND HR will be sympathetic...ummm...SHOULD be sympathetic.  Work something out with them that is fair in both worlds.  But if it's because you had nothing better to do, I can't blame the company for wanting you to use it.  They need to balance their liabilies with their assets (which should be you).

So in conclusion:  They can schedule the time for you without warning (the only "right" you have is that you have earned it.)  They can't take it away in it's entirety.  They do not have to pay you out for it in cash (unless you terminate).  But take the vacation you've earned - if for nothing more than to just re-charge those batteries. 

A fried employee does no good to anyone.

Now, if they keep denying you the option for vacation....you have an entirely different situation on your hands.

http://www.elevatedhr.com/

Exit Interviews - Exposing hidden secrets upon resignation

The lessons I have learned from the early days of my career are definitely amongst the most valuable.  Perhaps it’s because I was the most impressionable back then (not that I would ever admit it). I was ego-centric and thought I knew everything.  I have definitely eaten some very delicious humble pie in my career.  I always tried to brush it off quickly but as I have grown older (and hopefully wiser) I love to look back on the lessons I have learned. “Did I really do that?”

One lesson learned in particular comes to mind after I attended a networking event and was asked if I conduct exit interviews and if I saw value from them.  My answer was “Yes and yes.”

Exit Interviews are those meetings an organization has when they are off-boarding an employee.  Typically, conducted by an HR representative (or anyone that is not a direct supervisor, as it allows for more open and candid responses), it’s a set of pre-selected questions asking the employee what their experience was like while working for the company.

My first exit-interview looked something like this:

Me: “Why did you decide to leave?”

Employee: “I got a better job.”

Me (somewhat puzzled by tone, but trying to maintain control): “What about the job that makes it better?”

Employee: “Everything.”

Me (definitely flustered, voice cracking slightly): “Do you have any suggestions to make X a better place to work? Was there anything that would have prevented you from leaving?”

Employee (leans in across the table, makes direct eye contact with me and in a very quiet, monotone voice says): “Don’t you think it’s ironic that you’re asking me how I feel now that I’m leaving when you had 5 years to get my opinion previously? Why would I want to provide you any feedback to make this a better workplace AFTER I leave. Go f**k yourself.”  (I’m probably paraphrasing everything BUT the last sentence.)

Me (shaking, but trying to not let her see it, most likely on the verge of tears…I hadn’t really developed any sort of thick skin at this point): “I appreciate that.  If it’s any consolation, I’m new to this. You’re right, we should have asked you prior to you leaving.  That’s my fault.  May I take this as a suggestion for us to improve?”

Employee (honestly surprised at my response…perhaps she was looking for a fight, but both her face and voice softened): “Uhh. Sure. Sorry, I shouldn’t have sworn.  It’s just I put my heart and soul into this organization and…and you just didn’t ever seem to care…”

The interview actually lasted close to an hour and half and a week later I did an anonymous employee survey (big lesson learned).  She gave me a ton of examples (some were valid, some were just the opinion of a disgruntled employee) but I realized how important the information was that she provided.  And at the end of the day, it actually allowed her some closure too – she was harbouring a lot of feelings and by opening up, it allowed her to finally say what she always wanted to. She didn’t end up holding anything back – because she didn’t have anything to lose.

That said, not all exit interviews provide a lot of valuable insight.  But if you ask the same questions, and implement a rating scale of some sort, you can use the exit interviews as one component towards a report card for the organization as a whole on a semi-annual or annual basis. 

After a few exit interviews, from the same department, we realized the manager may need some additional leadership support. At another company, information regarding our compensation came up and we did a salary review, realizing we were not only paying at the 30^th percentile, our benefits were not on par with the market at all. 

While deep, dark secrets don’t always come to the surface – having a standardized approach to off-boarding an employee makes it easier for management to make decisions that affect the staff.  (But at the same time, it’s equally as important to ask the employees how they feel while they are still in fact employees.)

Oh and one other thing – I don’t do exit interviews when the company has made the decision. I just think it’s asking a lot to get an employee’s perspective on things when you’ve just told them they no longer have a job.  But it’s the organization’s call. (Just a recommendation from someone who has been in the situation and realized this wasn’t a good call!)

http://www.elevatedhr.com/

Elevated HR Solutions: What to do when a management position isn't an option...

You've all met the amazing sales person right? The one who dominates with clients, pitches a solution effortlessly, and arrives with the documents signed, sealed and delivered without batting an eye.  Now have you watched as organizations try to promote that guy into management? Typically - it's a massive flop.  The best sales guys are not meant to be the best managers - keep them in the role that they are good at.  I beg of you...please.  The best sales guys (in my experience) have been the biggest headaches for me.  Let's just say Michael Scott exists - in at least 1 out of every 5 organizations. 

The same goes on in the tech world - you've met him.  That guy who sits in the corner and knows the server inside and out, or the guy who can develop a software program without thinking and have it do, look, feel even smell the way you want it to.  But can he talk to people? Typically - not really.  Should he be leading a team? No. Not if it doesn't play to his strengths. Not if he doesn`t have help.  That's just asking for a disaster.  And yet, many organizations still do it - promote those into management that simply shouldn`t be.  But why?

It's one of two things: recognition (of the title/status) and money (perception that management makes more). 

So if management isn't the answer - what can an organization do?

Have you heard the term dual-career ladder? If not, it is a set of one or more non-supervisory jobs in a job series which receive higher pay than traditional non-supervisory jobs because they require the performance of higher level and more complex duties and possession of advanced, specialized skills not generally required of similar non-supervisory jobs.  How is that for technical HR talk? (Yup, even we speak geek occasionally). 

Simply put - you have two paths of growth in an organization:

1.) One that recognizes the technical growth and promotion as a subject matter expert, paying the individual for the levels of growth as they would from a managerial side

2.) One that recognizes management skills and ability to lead

It seems easy and works even in sales - make him a subject matter expert and get him to talk about himself and his success in training sessions (sales guys love that!) just don`t give him management titles or responsibility.  He`ll end up making more (especially those on commission) because they are doing what they are really good at - and they help the organizatio by providing valuable tips they`ve been successful with.  As for the techie - send him to courses, give him a new title representing his knowledge etc., and don`t forget about the pay increase (for this to work, it has to be on par with a manager`s pay increases).

The pitfalls - don`t undervalue the technical side.  Employee`s aren`t stupid and if they feel like you`ve made the technical side a lot harder to achieve in order to achieve recognition and monetary rewards, they are going to want to become managers instead.  Make both ladders tangible and exciting and have them pick which route they want to take to the top.  Empowerment. Choice. People love that!

You have a need for both in your organization - so provide the option and of course, walk the walk as you talk the talk.  There aren`t always enough management spots open - but there are always ways to recognize success.

Want to learn more about implement Dual Career Ladders? Visit http://www.elevatedhr.com/ and contact me!

Elevated HR Solutions: Recruiting blunders you need to avoid

If in the next 18 months, you were going to lose 46% of your new hires - would you change something with regards to your recruiting methodology?

Based on a new 3-year study completed by Leadership IQ, this isn't just an anomaly...it's the norm.  Surprisingly, only 11% fail due to a lack of technical skills, meaning the candidate's interpersonal skills (or lack thereof) contributed to their failure in the position.  (As a side note: The majority of those that fail can't accept feedback, can't manage/understand emotions and lack motivation.)

As per a previous blog I wrote, make sure you understand the questions you are asking and know the answers you are looking for - sticking to this will increase your success rate in finding the right candidate. But there are a few other recruiting blunders you can avoid:

A weak job description/posting.  There is an art to this: post too little and a credible candidate is most likely going to look the other way. Instead, you are going to be flooded with unqualified candidates.  Post too much: a credible candidate is likely going to get bored just reading it (and may even think they are under qualified for the role.) 

The job posting needs to give a good understanding of what the company is like and it needs to balance qualifications and responsibilities of the position, all wrapped up in a tight package.

Speed Interviewing.  Unfortunately speed interviewing is not as successful as speed dating (and I guess I don't really know how successful speed dating is either...but I digress.) I know you're busy - but trying to squeeze in a bunch of interviews in between conference call calls, client meetings, employee sessions and networking events is just a recipe for disaster.  If you want to really watch out for key signs like motivation, receiving feedback and emotional tendencies you can't be worrying about the next fire-fighting session you're about to encounter.  

Taking time to to really analyze the interview afterwards, and write notes about the candidate that will help you reflect later on when selecting the best candidate for the position.

Using only one source.  I get it - job boards are expensive.  But choosing between workopolis or monster and simply waiting for candidates to come in isn't how you would do sales, so why is it the way you would want to attract a great candidate?  Your friend here is SOCIAL MEDIA - twitter, facebook, and their more professional cousin, linkedin, is a great way to advertise (and best of all...it's free!) 

Social Media also connects with candidates who aren't really looking, but if they see your tweet, status update, or network activity, they might think twice about it and actually apply.

Keeping "hush-hush" about the position. Sometimes it's part of your strategy to stay quiet about a new position...but for the most part, be open and honest about what you're looking for internally.  Not only are some of your best candidates probably sitting right in front of you and ready for the next challenge, your employees are also your walking billboards/advertisements.

Formalize a recruiting referral program, and you will get your employees searching for top notch employees who fit the culture and the mold of the company. Based on experience, most employees won't refer candidates unless they are great, as they are putting their neck on the line for the candidate.

Only hiring for technical ability.  As I said above, only 11% failed due to a lack of technical skill.  But an amazing "techie" (who knows it) can have enough arrogance to bring down an entire organization.  You can train the technical, but it's a lot more difficult to train the interpersonal side. 

Why ruin an entire department/organization by bringing in a skilled employee who doesn't realize the size of their ego?

Simply put: recruitment is an art (and even a little bit of a science). It takes time for mastery. If you need help - there are many great professionals out there to support you and if time is of the essence, it's also a great return on investment.

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