Tuesday, December 27, 2011

Singing the Holiday Blues

For many years I worked as a part time musician. At this special time of year I often think of Whitey, one of my band mates who passed away a few years ago. Whitey was a terrific musician and singer who was quick to laugh and always had a positive disposition. He once told me that as a child and teenager, he would lapse into a short but intense period of depression at holiday time each year. He would look out his bedroom window and feel sad and alone, even though he was surrounded by a loving and supportive family. This came as a surprise to me since I only knew Whitey as a happy and outgoing guy who loved his music and his family and friends. I couldn't envision him being in this emotional state, despite having an illness where a simple act like bumping his hand or walking into a table leg could have serious implications to his physical well-being.

Whitey suffered from hemophilia and ultimately succumbed to the illness after receiving a liver transplant. I can recall several tense moments during our time performing together when an inadvertent cut or bruise would require Whitey to seek immediate medical attention to get the clotting factor he needed. No one would have blamed him for being depressed and feeling sorry for himself, but like so many others who battle adversity on a personal level, he had an innate ability to suppress the negative aspects of his life and relish the good things he had. I remember asking Whitey what changed him from the depressed child to the upbeat guy I came to know. While he couldn't think of a single event that changed his outlook, he did credit his love of music and the birth of his kids as key contributors to his happiness. Years after his death the band held a reunion benefit in his honor and his kids, both fine musicians in their own right, played on stage with us old guys. Needless to say it was an emotional moment for us all.

Everyone has those "why is this happening to me" moments where we feel victimized and misfortunate due to life's regular ups and downs. It's easy to self- perpetuate this negative outlook particularly during times of high stress like the holidays where the demands of work and family obligations seem overwhelming. During those times I often think of Whitey and others like him and find myself smiling. Their spirit and vigor help me realize that there is much more good in my life than bad.

From our family to yours, have a safe and and healthy holiday season and prosperous New Year!

Phil
Where Do You Choose To Be

A fellow HR colleague and I were reminiscing recently about our careers and how the world of human resource management had changed over the years. He began to share his frustrations with me about things he was confronting in his current role. At the end of his rant he said, "But I choose to be here." By "choosing to be there" he was saying that despite all the difficult aspects of the job, including problems with his boss and a lack of support from his peers, the positives outweigh the negatives and "I still like working here. Therefore, it's my decision to stay."

In the course of my work I encounter employees that make the blanket statement, "Employee morale is terrible at this company." More often than not, I have found that their broad perspective that everyone is unhappy or disengaged is inaccurate and more a reflection of their own attitude. In many situations, these self- proclaimed naysayers have had past success in getting management's attention with these statements and, therefore, gain satisfaction when leadership reacts to the comment. They keep coming back in the hope that they can gain some notoriety as the self- proclaimed voice of the people.

In the book "Who Moved My Cheese?" by Dr. Spencer Johnson the story centers around two mice named Hem and Haw. The morale of the story is essentially "if you are unhappy with your current situation take action to change things. Don't wait for things around you to change on their own."

I believe every company has a Hem and Haw in their workforce and that no matter how many employee perks and niceties the company offers their outlook will not change. They "choose to be there" because deep down they know that their unhappiness is not attributable to the work environment but by a host of other issues in their personal and professional life. So what is a concerned business owner and leader to do?

We know that happy and contented employees are generally more productive, loyal and dedicated to the success of the company. But how do those companies protect the spirit and enthusiasm of the best employees from being polluted by the Hems and Haws? Quite simply, you don't have to react at all. I've found that our high potential leaders of the future have too much self- assurance in their own skills and abilities to let a few chronic complainers change their attitude. They ignore the Hems and Haws and concentrate their efforts of making things better rather than sitting back and waiting for someone else to change things. They "choose to be there" to make a difference. Hopefully you will too.

Have a safe and happy Thanksgiving!

Phil
One Dimensional Leadership

I have had the good fortune of working with some strong leaders, both in the corporate world and through my consulting practice. that I have found is that the best leaders have the ability to lead in a multi- dimensional fashion, maintaining a clear focus on their business objectives but adjusting to other changing aspects of the environment around them. When business conditions weaken their positive attitude, vision and risk taking abilities come to the forefront, creating confidence and vigor in those around them. Conversely, the one dimensional leader tends to focus primarily on expense reductions, the one aspect that creates the most fear and insecurity. The natural tendency for the one dimensional leader is to hunker down, under communicate, cut payroll and reduce expenses until business improves. This approach may enable the company to survive in the short term but typically fails to address the real problem issues that resulted in the business downturn. Unfortunately, managers and employees in organizations led by the one dimensional leader tend to harbor the feelings of insecurity caused by these events even if and when conditions improve.

I was recently involved in such a scenario where the erosion of business conditions prompted the one dimensional leader to abandon many of the organizational and strategic initiatives put in place over a 3-year period. These initiatives were designed to posture the Company for future growth and expansion as part of a long term plan. During that 3-year period the leader hired strong subject matter experts, promoted the values of the organization and conducted a personal campaign to inform and energize workers on the vision for the future. Employee engagement was high, creativity was encouraged and employee turnover was almost non-existent. Sadly, the insecurity caused by an erosion of business compelled the leader to revert to his one dimensional style and go into "survival mode." As a result, the entrepreneurial spirit has been severely dampened and, despite the leader's efforts to reassure employees that the actions were necessary, the company is already incurring a further business decline and loss of key talent. The actions were internally marketed as a "back to basics" approach which was perceived by the majority of the workforce as a regression to a time when confusion reigned and no strategic direction was evident. While the company is likely to recover to some degree the vision of growth that once existed creating collective excitement among its employees is all but gone.

There is no doubt that it's extremely difficult to lead in difficult times. Staying the course and believing in the strategy you have executed is a test of a leader's courage and self-confidence. Those qualities are contagious in the same way that insecurity and doubt can infect an otherwise healthy organization. No one will ever know if given another few months of dedication to the strategic initiatives tremendous improvement may have been gained, along with a soaring esprit de corps that would have allowed the company to thrive and reinvent itself for the future. The one dimensional leader would tell you no, but the multi-dimensional leader knows differently!

Here's wishing you a safe and healthy fall season.

Phil
As we begin our 15th year of service, my sincere thanks to our valued clients and all who have supported HR Solutions, LLC with your advice, guidance and good will. Without your generous support our continued success would not be possible.

Customer Service-The New Oxymoron

A friend and I were recently commiserating over lunch about the demise of customer service in the work place. Clearly, "customer service" has become an oxymoron like, "jumbo shrimp" and "vegetarian meatballs". Having worked with retail industry clients for many years, I empathize with the HR folks who must find people that have the ability to effectively interact with a customer and create a positive experience. Finding workers with an outgoing personality and who enjoy helping people is a daunting task particularly when paying a minimum wage salary. In most cases the business owner is more concerned with having the necessary staff coverage and minimizing payroll than providing superior customer service. It is even more challenging for those businesses that are seasonal in nature and rely on a few months of revenue to carry them through the year. But those friendly people are out there and when an employer is successful in finding that individual with personality and a service orientation, customer satisfaction and ultimately revenue can increase substantially.

Here's what I mean. I stopped to get gas the other morning and approached the cashier to pre-pay. I said "Good morning" and her response was "What do you need?" My first inclination was to say, I need you to drop the attitude but I responded by asking for $50 on pump number 8. She took my money and gave me my change, at which time I said "Thank you". Her response was "Yup." Silly me, I was unaware that the rules of etiquette had changed and "Yup" is now the recommended response to "thank you." Later that day I stopped to buy a birthday card. This time, I received no verbal response at all to my "hello" or my "thank you". To satisfy myself that this person could actually speak, I lingered a bit longer in the store until I witnessed her talking on her cell phone, confirming my belief that her lack of service was intentional and not due to some form of mutism.

I was convinced that customer service was indeed dead, until my faith in the workforce of the future was partially restored. That weekend, a group of us were in Ocean City, NJ and we went to dinner at one of the restaurants on the Boardwalk. We were a party of eight, and based on the fact that it was a tourist destination, I was anticipating the worst in customer service. Surprisingly, the college student who waited on our table was pleasant, helpful and engaging. She exceeded our expectations just by being friendly and service oriented. Mind you, we're not talking about over the top, Disney experience service but rather, someone who welcomes you, says thank you and tells you to have a nice day. The bar has been set so low that just by doing her job, our waitress received a generous gratuity and our sincere thanks.

So why the distinct difference in these levels of service? One could make the argument that there may be some socio-economic difference or personal issues that separate the pleasant from the miserable. It could also be argued that training may have been provided in one environment and not in the other. While both arguments have some merit, I believe that the hiring and selection process is the key component. I have seen many examples of "hiring in haste" to simply fill a schedule slot or add staff. The interviewer tends to focus his or her questions on availability, previous experience and pay rate without ever asking the situational or behavioral questions that provide valuable insight into the candidate's proficiency in dealing with customers. What they get is a candidate willing to accept $8 per hour to work weekends with no customer service skills. In the end, things can get "pretty ugly."

Here's hoping you get super service at your next outing and not just a "Yup." If we can help your business in hiring and selecting the best and the brightest please give us a call at 610-287-1162.

Enjoy the rest of the summer.

Phil

Tuesday, June 21, 2011

June 2011

What's Your Value Proposition?

Our family made its annual pilgrimage to New York City Mother's Day weekend to see a show and spend an inordinate amount of money on things that cost significantly less around here. It's typically a holiday event for us, but this past year's December snowstorm resulted in our rescheduling the trip. It's always fun having my grown daughters come home and the whole family being together again for a short time. Before the show we stopped for lunch at one of the many tourist destinations, and as I ordered my $17.95 cheeseburger I couldn't help but think of the concept of "value proposition." One random thought led to another, and as I sat awaiting the start of Mary Poppins I questioned my own value proposition both as business owner and a husband and father. Was I really bringing value to my family and clients? If so, what were the things that did and didn't?

According to Wikipedia, the value proposition is derived using a formula of

Value equals Benefits minus Cost.

Even though I was hungry, the cost of the cheeseburger far outweighed its benefit and therefore, one would say that the value proposition associated with lunch was minimal. But listening to my kids giggle, tell stories and cut each other up provided fond memories of past times and an appreciation that we were able to do this one more year before job requirements and other obligations made it impossible. Therefore, even when they brought the check for $93.00 I thought the value proposition of that lunch event was pretty darn good.

So where I ended up after this internal philosophical debate was that determining the value proposition is much broader than just a numerical calculation. The true value that any of us bring to our clients, employees and family has to include those intrinsic things like trust, loyalty, caring and empathy. As a consultant I'm expected to be responsive, provide sound advice, solve problems and keep my clients in compliance with the law but I believe my value proposition to them and my family has to include an investment in their emotional well being as well. I want them to feel that the $17.95 cheeseburger I provide them is worth it!

My best wishes for a great summer.

Phil

Union Organizing Increases as the Economy Improves

According to a recent study released by the Labor Relations Institute, our slowly improving economy is having a direct impact on union organizing activity. Unions have begun a campaign of both targeting industries that typically have not been unionized and actively recruiting new representatives at colleges and universities. Many of the college recruits are being hired as potential "salters" where union members hire on at non-union businesses to internally assess workplace satisfaction and interest in organizing a union. Once it is determined that worker interest in organizing is sufficient, workers are contacted at home and a meeting will be scheduled to form an Organizing Committee. So what can employer do to prevent "salting?"

While the practice of "salting" is legal under federal labor laws, employers maintain the right to hire the candidate most qualified for the position and to conduct thorough background and reference checks before hiring. Employers should periodically review their hiring practices to insure that pre-employment screening and new hire processing practices are in place and consistently administered.

Let us assist in giving your employment practices a check up. Give us a call at 610-287-1162 or email me at phil@hrsolutionsonline.com for a free consultation.

Spring 2011

When Leaders "Cocoon"

I was cleaning out the garage a few days ago and came across an empty cocoon that some insect had vacated as the weather got warmer. It reminded me of several executives I have worked with throughout my career that had a tendency to hide from others during difficult business periods. Many of these leaders are outgoing and gregarious by nature but choose to limit their circle of contact when times get tough. Reflecting back on my interaction with these leaders, I was never really sure of what drove this behavior. In the public companies, perhaps it was the pressure from investors and shareholders that resulted from reports of substandard operating results or it may have come after a period of downsizing. For others who were simply conflict avoidant by nature, it was a defense mechanism to delay dealing with bad news and unhappy employees. Ironically, those same leaders are the ones encouraging their direct reports to improve open communication and "transparency" across the organization. So how do you help that leader overcome the tendency to cocoon? Ask 5 people and you'll get 5 different answers but what I can share with you are three guiding principles that have helped me get a struggling leader to emerge from the cocoon.

1) Admit the mistake and acknowledge the problem-This is a tough one for many leaders to embrace but the value to publicly acknowledging the problem to the employee population is huge. It's the first step in "walking the talk" and demonstrating the commitment to improve communication and visibility.

2) Arm the leader with facts about the "people condition' of the company. While sales, revenue and operating results or may have contributed to the hiding, showing the leader the problems caused by a lack of his or her visibility can be compelling. Surveys, focus groups and small department meetings are just some of the ways to gather credible information.

3) Rally the executive team- Leaders typically don't want to go it alone. If the top executive is cocooning its likely members of the functional areas of the company are as well so it's important to show solidarity in the effort to be more open across the entire company.

As the spring season begins and nature emerges from its cocoon, encourage the leaders in your organization to be mindful of the importance of being visible and open. It's easy to avoid bad news but the true leader will realize the positive impact of standing tall in the face of challenging business conditions. Such actions are the difference between strong leadership and simply being in charge. If we can help in the process, please call us at 610-287-1162 or email me at phil@hrsolutionsonline.com.

Best wishes for a healthy spring season!

Phil

The Cost of Discrimination

The EEOC has released it statistics for the 2010 fiscal year and to no one's surprise the number of job bias charges increased by 7% over last year. The Commission received a total of 99,922 charges in 2010 with the increase largely attributed to economic conditions. On a related note the average award for a discrimination charge was over $200,000 with disability discrimination charges reflecting the highest average award amount of $257,000 closely followed by age discrimination charges at $256,000.

These statistics and their corresponding potential cost to employers should compel company leaders to evaluate their employment policies and practices and provide training to management on issues such as gender bias, workplace harassment and employee relations. Don't make the mistake of presuming that these complaints only happen in large companies. Employers with 15 or more employees are governed by most all of the applicable laws and can be just as culpable as large organizations. In fact, studies have shown that smaller companies are even more at risk due to the lack of formalized human resource policies and practices.

The financial implications of a quarter of a million dollar settlement to a small or mid size business can be devastating. Take advantage of our free consultation and HR audit to see if your company is at risk.

Call us today at 610-287-1162 or email me at phil@hrsolutionsonline.com.

February 2011

When to Stop Coddling the High Potential Employee

One of my clients has a VP that by any standards, would be considered a high potential employee. This individual is extremely intelligent and innovative and demonstrates an undying commitment to the service of his customers. For the past several years he has almost single handedly helped a division of the company introduce new products and revenue streams. He has been handsomely rewarded for his efforts and publicly recognized within the company for his achievements. Over the same period of time he has repeatedly asked the owner to allow him to change his areas of leadership responsibility from directing sales to leading implementation and support to developing a product management strategy for the future. Each of these change requests is typically accompanied by a period of intense engagement into the new assignment followed by an emotional melt down and a subtle threat to leave the company if his new request is not granted. His most recent request is to be appointed Executive Vice President in charge of the entire division. The owner, recognizing his value and past contribution has reluctantly acquiesced to these requests but has recently realized that the time has come for the coddling to stop. But what do you do? It's extremely difficult for any business owner to disregard a key contributor who your customers adore and who has made a substantial positive impact on your bottom line for many years. What happens if he leaves? Well, quite frankly, the bigger question in my mind is what happens if he stays and is allowed to "hopscotch" through the organization.

Please don't misinterpret my position on recognizing and rewarding top talent. Key components of successful succession planning are identifying high potential employees, developing action plans to help achieve career objectives while continuing to find ways to have these employees bring value to the company. However, succession planning and career development is not one sided or only the company's responsibility. While some may call this VP a "high potential" we found through our assessment that many in the organization see him as "high maintenance." I advised the owner that despite his contributions, this executive has repeatedly demonstrated a lack of emotional intelligence and therefore cannot be a viable candidate to lead the division at this time. In a constructive way he must be told that this continued pattern of engagement followed by emotional disconnect is a disservice to the company and his career. Clearly he is someone the organization does not want to lose but he must be made aware of his development opportunities and take action to improve.

No doubt this will be a difficult conversation but allowing him to continue this pattern of erratic behavior will have a longer term effect on the people he manages and the organization as a whole. It's clear that the coddling has to stop and it's everyone's hope that he will re-engage and realize his full potential.

If we can help you identify and manage your company's high potential employees give us a call at 610-287-1162 for a free no obligation consultation. Most importantly, don't let this winter weather get you down!

See you in the spring.

Phil

Conducting an Internal I-9 Audit

The beginning of the calendar year is a good time to consider conducting an internal audit of your employment records specifically the I-9 forms. If you are a business that hires on a seasonal basis and/ or has a diverse, multi-national employee population it's easy to fall out of compliance with the Immigration and Naturalization Service (INS) regulations. As with many of the other government agencies, the INS has increased its field workforce and promises to increase their audit activity. Believe me that last thing you want is one of these agents at your door asking to see your documentation. Fines can range from $250-$5500 per worker and mistakes on the form itself can result in fines of $100-$1000. In addition, employers can be barred from competing for government contracts for a year for continuing to employ unauthorized workers.

The audit is a relatively simple process and depending on the number of employee records (current and terminated in the past 3 years) the audit can usually be completed in less than a day. Follow up is usually required to correct information or complete new forms. Call us at 610-287-1162 for more information on this subject or to arrange a free no obligation consultation. We'll help you get back in compliance so you can get on to growing your business.