Category Archives: Radical HR

The Pulse of Performance

Posted in Leadership, Management Effectiveness, Performance Management, Radical HR, Workplace by

If you’ve read my blog before, you might get the sense that I am ready to scrap the traditional performance review. Your sense is correct.

My problem is not the “annual” part, it’s the entire foundation of the performance review. The traditional performance review process simply doesn’t fit our current work world, which lives in days, weeks and months, not years and where the traditional management hierarchy doesn’t exist and where teams get a hell of lot more done that a department, where employees work flex schedules and don’t meet face-to-face sometimes ever, and where our companies span time zones, countries and cultures.

Also, why are we doing performance reviews? Are we doing them because that’s what we’ve always done? Are we doing them because we believe people want feedback on their performance? Are we doing them to reward high performers? Are we doing them to tie compensation with merit?

I would argue that companies should still have some mechanism to provide feedback to employees; however, the whole traditional review process should be thrown in the garbage and replaced with something that actually aligns to the work world of the 21st century.

If I worked with an unlimited HR budget and a leadership team willing to give it a try, I would initiate a performance pulse check. This pulse check would be much like the pop-up you get on a website after you make a purchase or engage in a customer service exchange that asks you to rate your experience with emoticons and asks for comments. Something like this:

customer-satisfaction-ratings-for-desk-email-replies

Both Employees and Managers would have the ability to request feedback by sending a quick pulse check. Employees could request feedback from anyone including their manager, project manager, team lead, peers or customers at any time and get on-demand feedback. Managers could schedule routine pulse checks, for example, monthly, quarterly or at the conclusion of a major project. Further, the manager could submit requests for feedback from anyone that interacts with his or her employee from peers, to other managers to external clients.

The application could include required or optional prompts to provide commentary and not just a rating if someone chose a poor or exceptional rating. Or, lay a roadmap to provide further ratings on other specific criteria or core competencies such as results deliverability, communication, negotiation skills, responsiveness, etc…

With the ability to give feedback in a wink of an eye, the assumption here is that more people would be willing to do so. The instantaneous feedback also provides more relevant data to the employee to act upon- the employee will know almost immediately whether a course correction is needed or to keep up the great work.

Over time, this data paints a picture of the employee’s performance trends which his or her manager can take specific action on. From the collection of feedback from multiple sources, the managers can determine key talent ripe for succession plans and also where training needs are essential for improved performance.

This should be the current and  the future of performance evaluations.

 

 

How Is This Not a Thing?

Posted in Benefits, Compensation, Disruptive Technology, Employee Relations, HR Competencies, Radical HR, Workplace by

The future of HR is the bot. In fact, I’m not sure if it’s the future or we, as a profession, are just catastrophically behind in the way we leverage technology to further our tactical and strategic purposes. Yeah, pretty sure the latter is the culprit.

In basic terms a bot is a software application that can run tasks that are both simple and repetitive. Just like every other technology, bots have evolved. Add artificial intelligence to bots and you get virtual personal assistants, like Siri.

Next sprinkle in some emotional intelligence to that bot, and you have a new virtual HR Representative that can interact with human employees.

This new virtual HR bot, let’s call him Toby, will revolutionize HR.

Instead of staffing HR help desks and employing an army of employee relations representatives to answer the same mundane questions day-to-day, employees can instead access on-demand a bot from an internal portal or on their mobile device and ask questions that are most relevant to them at that moment. Routine questions that clog our HR inboxes and take up our precious time can be virtually eliminated. Toby can answer questions on where to access employee pay stubs, how much your individual deductible is, and when your self-evaluation is due.

Further, Toby can pinch hit as your on-demand Manager resource. When your managers have pressing questions and concerns such as initiating a status change, or an FLSA question, or a training need, he or she can simply access Toby for exactly the information they require at that moment rather than waiting on their HR Specialist to be available or wasting time sifting through training materials or public drives or FAQ’s to access the information.

Consider the possibilities of using bot technology, Toby in this instance, as your orientation and onboarding specialist. Toby is programmed to communicate with your new hire prior to their arrival, preparing he or she for their first day, assisting them with new hire paperwork and benefits enrollment and being a touch point in that first crucial 90-days of any new hire’s experience with the company.

Toby, our friendly bot, is also available at any time to take first reports of injury, employee suggestions and initial complaints. Toby can also conduct stay and exit interviews. Rather than waiting for a manager or an HR representative to be available, employees can access Toby 24/7 while the human HR team collects all of the data retained by Toby iand allows us to focus more on the overall alignment of HR with the business.

There are probably hundreds of more HR responsibilities that bots can take on to create a successful life cycle for the employee. This idea radically changes the playing field for the skills and competencies that are required of human resource professionals. I’m game, are you HR?

The HR Glass Ceiling

Posted in HR Competencies, HR Policy, Radical HR, Workplace by

HR has been very busy over the past few decades, very busy trying to figure out how to get ahead, how to reach those upper echelons of corporate leadership and really influence our function’s agenda. Us HR professionals seem to think we have some secret knowledge that if only if we were able to get in the ear of the CEO, we could really influence the success of the company.

It’s like the HR profession has its own glass ceiling to overcome. We’ve tried a bunch of things to chip way at that ceiling and they have failed.

HR tried rebranding efforts calling ourselves the people department or any assortment of silly names. This effort has failed to highlight our value.

For years, HR has hunted for the elusive “seat at the table”.  Meanwhile, through blood, sweat and tears, we have seen every other department, but HR, get that seat and we are still left at the kids table.

HR professionals went the way of consultancies. By being outside of the business, the business would finally realize how much they needed us. Wrong.

 

 

The problem is not the name of our department. The problem is not which seat we have at what table. And the problem is not whether we advise the company as an internal department or externally, as a consultancy.

The problem is gender stereotypes and the perceived value of masculine versus feminine traits in the business world.

The corporate world is traditionally assigned male characteristics and companies’ that show ultra-masculine traits are generally regarded in popular opinion as successful. Highly sought after leaders are goal-driven , confident, non-emotional, aggressive, independent, disciplined, strong, logical and rational. All typical masculine traits.

HR, a historically female-dominated profession, is described as having feminine characteristics no doubt due not only to the gender of those in the jobs but that HR deals with people issues. Successful HR professionals and departments are empathetic, patient, understanding, receptive, nurturing, affective and helpful.

The same reason women hit the glass ceiling is the same reason why HR isn’t taken as seriously as the IT department or the sales department or any other revenue generating department. It’s because traditional feminine characteristics are not valued in the business environment. They aren’t perceived  as the cold, hard traits that boost the bottom line, build profit and make shareholders happy.

This is not to say that HR should whine and sit idly by doing nothing because the culture holds us back. Oh no, HR needs to be disruptive. We need to push back. We need to be fuckin’ smart and demand that people respect our value. Once more minorities, millennials and Gen Z are sitting on corporate boards and in government, and once CHRO’s are legitimately considered as successors for CEO jobs, HR will no longer be seen as a department to tolerate but a force to be reckoned with.

 

 

Trump and the ACA

Posted in Benefits, Employee Relations, Public Policy, Radical HR, Wellness, Workplace by

Hold on to your hats people. All the stuff you learned to do to implement the ACA will be methodically undone. And that’s if we are to believe Trump’s campaign rhetoric. For some of you, okay most of you HR folk, this will be a blessing because we all know that implementing this hot mess of a thing was stressful.

To recap, all of this started in 2010 with the passage of Obamacare as our GOP friends have so endearingly referred to the Affordable Care Act (ACA).

The very utopian goal of the ACA was to provide access to affordable and quality health care coverage to all Americans regardless of age, income or previous health conditions, reduce the number of uninsured Americans and reduce healthcare costs overall. And then congress got ahold of it and made the ACA’s actual mechanics more complex  and nebulous than the instructions of a shitty piece of Ikea furniture.

The ACA eliminated lifetime maximums, eliminated denials of health care coverage due to pre-existing conditions, put limits on annual out-of-pocket maximums, raised the age to 26 for covered dependents and mandated free, no-cost preventive health exams amongst other things. The Individual Mandate of the ACA requires individuals and their families, with some limited exceptions, to have minimal health coverage or incur a penalty. To further this agenda, the ACA’s Employer Mandate required companies of a certain size to offer comprehensive, affordable group health insurance to covered employees.

It’s no secret that the GOP hates Obamacare and decries it as a symptom of a socialist government. Republicans have alleged that the program would actually increase health costs and result in death panels, whereby government bureaucrats would actually decide the life or death fate of those considered uninsurable.  The GOP painted a picture of the ACA as the final nail in the coffin of small businesses in the U.S., another example of over-regulation of business and yet another obstacle to free enterprise.

And even when the GOP was too busy dragging their feet in protest to just about everything the Obama Administration attempted to do in the last 8 years, they pledged to find a sliver of time to offer an alternative plan to the ACA. But hence, it was not meant to be, as we sit here today, they have not presented their alternative. And that is why Trump is in a world of shit now trying to figure out how to dismantle this thing while somehow safeguarding the millions of Americans who are now insured on the health care exchanges made possible by the ACA.

 

Here is what I think.

Don’t hold your breath. This thing is gonna take a lot of time to figure out. What was built in the past 6 years can’t be undone in one year. Trump states he will repeal and replace Obamacare. With upwards of 20 million Americans in jeopardy of losing coverage with the repeal of the ACA, I think Trump would have to think twice about pulling the rug out from under that many people.

I think the individual mandate is dead. No longer will all Americans be required to have health insurance and no longer will individuals who opt-out have to pay penalties. I think this is likely to be one of the areas of the ACA that is repealed quickly. Thus no more 1095 administration.

I think the employer mandate is dead. However, many medium to larger size companies had comprehensive and affordable coverage long before the ACA as a means to attract employees. For those companies, this won’t cause much ripple. For smallish companies that did implement a health care plan- they will have to decide to keep it to remain competitive in job market that is employee-driven.

Trump and the GOP are going to introduce some sort of Health Savings Account whereby companies are either required or strongly encouraged to make contributions. Ultimately this looks like a stipend that employers give to their employees to buy health insurance. They are also going to allow coverage to be sold across state lines which theoretically increases options and decreases premium costs.

Based on Trump’s 100 day plan, what’s clear is how fast he will act to repeal Obamacare. What’s not clear is what he will replace it with. And if I’m reading between the lines, I don’t get the warm and fuzzies that affordable, comprehensive health care coverage for all Americans is even a priority for Trump.  And this is scary because I am confident that healthcare costs will continue to rise, that the sick will get sicker and proper coverage will be out of their reach. But for someone born with a silver spoon in his mouth, who probably has the privilege of a personal physician available to meet him in his gilded tour at the onset of tummy ache, health care coverage for all just wouldn’t even register as a thing.

 

31 Not-So-Random Acts of Workplace Kindness

Posted in Employee Engagement, Employee Relations, Radical HR, Wellness, Workplace by

We could all use some kindness. Especially after the tumultuous U.S. election. And in the spirit of the upcoming holiday season, try to practice a little kindness and empathy towards yourself and others.

Starting today, tomorrow, Thanksgiving or whenever, just start with these little suggestions around the office:

Day 1: When having a conversation with someone at work, look them in the eyes and listen. Put down your mobile device and really listen to what they are saying. This is called active listening and is unfortunately becoming a long-lost art.

Day 2: If you know a coworker who is struggling with something in their lives, let them know that while you may not understand what he or she is going through, that you will be there to listen to them if they want.

Day 3: Write a thank-you note to a colleague, describing what they did to help you and give it to them.

Day 4: Give someone at the office a genuine compliment.

Day 5: Clean up a mess in the break room or around that office that you did not make.

Day 6: Hold the door or elevator for someone.

Day 7: Smile at the people you see around the office today.

Day 8: Ask someone how you can help them today.

Day 9: Introduce yourself to someone new.

Day 10: Tell a coworker to have a good day.

Day 11: Bring a peer a coffee, a water, a soda or whatever their drink of choice is.

Day 12: Thank someone for making a difference.

Day 13: Write a friendly message on a Post-It and stick it somewhere for everyone to see.

Day 14: Tell someone all of the reasons you like them.

Day 15: Acknowledge the excellent service you received by writing a note to that person’s manager.

Day 16: Bring in food or snacks to your office or to your department.

Day 17: Say “Good Morning” to someone in the elevator or someone in the building.

Day 18: Sometimes we need to get away from the office for a short amount of time to re-set. If you see a peer struggling, take them to a nearby coffee shop for a break.

Day 19: Humor is healing. Tell someone a joke or send them a funny meme.

Day 20: If a coworker leaves something on the printer, bring it to them.

Day 21: Say “please” and “thank you” and mean it!

Day 22: Once you have read your monthly magazine subscription, leave it in the break room for someone else to enjoy.

Day 23: Take a coworker out for lunch.

Day 24: Pass along a great book you have finished reading to a peer at work.

Day 25: Take a walk around the office and just say “hi” to people. Bonus: get some steps in.

Day 26: Pick up a piece of litter you see in the hallway or common space.

Day 27: Interject when you hear gossip with a kind remark.

Day 28: Give someone their work time back and cancel a meeting.

Day 29: Lend your expertise to someone who needs it, whether in the moment or as a mentor.

Day 30: Respond timely even if you say to the other person that you received their email and give a deadline for your response. People like to know they aren’t being ignored.

Day 31: Don’t leave someone hanging. If you are not down with their idea, say so. Be honest.

1b

 

 

Meetings are stupid.

Posted in Radical HR, Workplace by

Meetings are stupid. When was the last time you came out of a meeting feeling like you really accomplished something and it was well worth your time? When was the last time you felt energized after a meeting and ready to haul ass in support of the company? When was the last time you left a meeting understanding the true purpose for the meeting? When was the last time you walked out of a meeting thinking the same message could have just been communicated by a brief one-on-one, a team huddle or a frickin’ email? Probably, you left 9 out of 10 of your last meetings rushing to get back to your desk to answer all of the emails you received, make your return calls and get some actual work done. Additionally, you also then realized that you now had to work an extra hour to make your deadlines that were held up by said meetings. This is frustrating. I get it.

Most articles you read will give ways on how to make meetings more productive like have an agenda, stick to the agenda, have time limits and “hard stops”, assign clear action items and task owners, etc… But you know the drill, we end up having a meeting to address how to have meetings. And how many of you have attended those? That’s an hour of your life you won’t get back.

 

Some people will say that it’s impossible to get rid of meetings. But is it? Or are we just being lazy. Here are some ideas on how to get rid of  meetings or at least reduce the majority of them.

Get rid of meeting rooms in your office space. If we didn’t have meeting rooms, where would we congregate? Instead have smaller, huddle rooms and less of them. This will force people to think twice not only about having a meeting if a room is not available and accessible, but if the room is small, it will force an abbreviated session that will get down to the nitty-gritty of what needs to get communicated. Also, remove all comforts from meeting room spaces like coffee makers, water and food. Folks will be less likely to linger without those little luxuries close at hand.

Companies should spend time and money to train employees on effective communication. Yeah, I said it, don’t roll your eyes. What I see on a daily basis from CEO’s on down to clerical staff, in emails to meetings, from baby boomers to millennials is a sad indictment of what we consider to be appropriate and effective communication. This training should include training employees to become more self-aware in their own communication styles so that they can describe to others the best way to communicate to them. This training should include how to determine the best ways to communicate with others given their work styles and behaviors. This is literally a Comm 101 class where employees learn what the most effective vehicle of communication is given what is to be communicated. It answers the question, is my message best delivered verbally? by phone? by email? to an individual? to a team? Our human default is to call a meeting when we just can’t get our message across and it’s wasting time and pissing off a lot of people.

Like football, use a hurry-up, no huddle type of team get-together  to quickly and effectively communicate messages that multiple people need to know. This requires a strong Team Lead who is an effective communicator (see above) that can get right to the message, translate the message in a way that everyone effectively understands, and everyone knows where they are supposed to be and when by the time the Team Lead claps his or her hands to head to the line of scrimmage, so-to-speak.

Use good old-fashioned reports and technology. Yup, both.  If the goal of your weekly or monthly or quarterly meeting is to get status updates, by the time you are meeting everyone probably already knows bits and pieces of everything but also the information is old and useless. Scrap status meetings and require status reports from your team members on a routine basis that give you information on what happened this week and what’s projected for the week ahead. Provided this isn’t sensitive information, upload all of these individuals reports into a group share site so that everyone on the team or in the department can access them in real-time and on-demand. Managers and employees also get the added benefit of refining their individual writing skills too.

Ban meetings on Friday. The hope is to eventually ban meetings on most days of the week. Fridays should be dedicated to getting work done so that all employees can head into their weekend with a sense of accomplishment and ready to tackle Mondays with new work, not the crap leftover from the past Friday that was taken hostage to meetings.

 

Trump and the FLSA

Posted in Compensation, Employee Relations, HR Policy, Public Policy, Radical HR by

****So…. news flash…. remember when I said there were several attempts to block the rule to no avail. Well, about that. Within mere days of the 12/1 comply date, a Federal District Judge in Texas has put a halt on the new overtime rules. Twenty plus States had filed suit stating the DOL had no authority to revise the FLSA rules and the Judge has sided with them pending further investigation into the law. Stay tuned folks, this should get interesting****

The U.S. populace has voted, and Trump is President- Elect.

Now HR folk are wondering what will become of all of the stuff we have had to implement within the last 8 years from health care reform, to newly defined protected classes to the FLSA. Let’s chat for a sec on the FLSA.

To recap, in March of 2014, President Obama issued a presidential memorandum to the Department of Labor to simplify and modernize the FLSA rules that govern exempt versus non-exempt status, provisions that were last reviewed in the 70’s. The DOL issued final rules in May of 2016. The new rules stated that any employee making $47,476 (from $23,660) or less had to be non-exempt regardless of his or her job duties. Further, the salary threshold would be reviewed every three years (next time: 2020) and would be indexed against the 40th percentile of the lowest wage region of the country. These rules are effective 12/1/2017. (Note: Trump does not actually become President until his inauguration on 1/20/2017) The utopian goal behind the changes was to stop greedy companies from working their employees 70 hours a week  whilst still paying them dirt-cheap salaries and not paying an extra dime past 40 hours. Good for the American worker, right?

Everyone proceeded to lose their shit, because if there is anything crusty CEO’s hate more than regulation, it’s overtime. God forbid that an employee be paid for putting in a little extra time on behalf of the business and expect to be paid for it. Employees can be so greedy sometimes, geez. So anyways, there were several attempts to block the rule or delay it but to no avail.

Here is what I think:

  1. Companies who are subject to the FLSA still have to get compliant with the new law by 12/1, that’s in less than 3 weeks from now. So get your shit together and do the right thing. Remember Trump will not be sworn in until January 20th.
  2. If I am to believe anything Trump said on the campaign trail, which was minimal on content and more about fire and brimstone rhetoric, I think his sights will be set on blowing up the ACA and deporting illegal immigrants rather than the DOL changes.
  3. However, the new overtime regulations could just be the low hanging fruit that his administration feels would get him a quick win with corporations, small business owners, the aforementioned crusty CEO’s, etc…
  4. The DOL will NEVER go away and neither will the FLSA. The FLSA has been in place since the 1930’s and no presidential administration has challenged its existence. And if the FLSA doesn’t go away, the DOL will still be around to enforce it.
  5. Since the FLSA is sticking around, the salary test will still be a thing. I think if Trump focuses any attention on this matter at all, he will likely reduce the salary threshold but I do not believe he will roll it back to the original salary of $23,660. Trump still wants to appear favorable to blue-collar American workers. Artifically suppressing salaries would not fare well for him and his loyal followers, if their behavior at his rallies is any indication, will be very vocal in their displeasure.
  6. I believe Trump’s administration will leave intact the duties test as a means for businesses to use these tests to justify “gray” area positions as exempt. This will enable companies to better defend their classifications in the unfortunate event of a DOL inquiry.
  7. The reaction of #7 above could be that certain states pass their own “labor standards act” which defines exempt versus non-exempt status based on a higher salary threshold than that of the federal FLSA law.
  8. Or, the States, in an attempt to simplify the duties test could pass laws that define a certain percentage of non-exempt tasks that would govern the exempt or non-exempt status of a position. For example, the State of California, mandates that for (most) job roles which contain 50% or more “non-exempt” tasks, those roles MUST be classified as non-exempt and are then subject to overtime.
  9. The DOL has been preparing to ramp up classification enforcement. I don’t think Trump will limit or reduce the DOL’s authority, but I think he will minimize the department’s resources (i.e. staff) to the point that the DOL would no longer be able to go full-force.
  10. One of the likeliest things to go away under a Trump administration is the review of the salary threshold every three years. I think there will be a one and done change to the salary threshold and that’s that.
  11. Let’s get real, most companies have been hiding behind the duties test for quite awhile knowing full well they would not be able to successfully defend a position’s exempt status. I think the overtime rule changes have given companies a window to “make it right” without becoming the target of a DOL audit or wage and hour suit. So, irrespective of what The Donald does or does not direct his team of monkeys to do, treat your employees and the law (as it stands today) with some respect. Give the role’s the proper classifications they deserve, put some limitations in place with respect to employee overtime, and focus on other things that matter, like what the hell happens with the ACA.

 

 

5 Ways to Improve Your Quality of Hire

Posted in HR Competencies, Radical HR, Recruiting by

Experiencing some buyer’s remorse with your latest hire? It’s probably your recruiting and selection process. Like most employers you have sourced candidates using various resources & methods, reviewed dozens of resumes for required and preferred competencies, experience, and skills, then phone screened, then interviewed (using behaviorally-oriented questions, of course), then maybe final interviewed and then made a decision. You set your expectations high because the candidate nailed the interview and you are confident in the criteria with which you made your selection decision. Within 60 days, the general consensus is your new hire sucks. Is this result really any wonder? The current recruiting and selection process outlined above has no proven correlation to the quality of your hire. It never has and it never will. Your good hires were based on sheer luck of the draw.

Think about it. Everyone can be a super-genius, rocket scientist with an MBA, a PhD and an MD on paper, right? Since all recruiters and hiring managers ask the same routine questions over and over in interviews, candidates have had practice crafting really good answers. And almost everyone in the world knows you bring your A-game to the interview. Combine several hours of a polished, charismatic and well-rehearsed candidate with all of the interviewer biases known to man and subjective, gut-level decision-making based on interview answers about PAST behaviors and successes, and you have a situation ripe for bad decision-making.

If you and your company are serious about spending your efforts, energy and money to hire the best and brightest, banish your antiquated recruiting and selection process today and replace it with a process that actually provides you real information and data to base your most important decisions upon.

  1. Beef up your referral sourcing methods, not only with your current employees but specifically your high-potential employees and your successful business partners and vendors. Referrals are built-in references. Not to mention no good employee wants to tarnish the reputation of the one who referred them, so you have a built-in back stop against crappy performance and behavior. Tap your high-potentials, as I suspect they run in circles with people similar to them. Don’t forget to ask your company vendors and other business partners for their referrals. Make the referral bonus meaningful determining its value position-by-position and by the level of difficulty of finding qualified candidates for that position.
  2. We live in a knowledge economy and we need knowledge workers. How do we test knowledge? Cognitive tests of course. We can train skills but we can’t increase intelligence. Also, require transcripts from your candidates transcripts will show you what classes the candidate took and their individual grades in each class. Does the candidate’s education show a history of taking challenging courses or 101 courses. Decide if you like to see candidates who have taken really hard courses and earned B’s and C’s or candidates who have taken “Rocks for Jocks” and bowling classes and earned A’s.
  3. Incorporate aptitude screening. Require work samples from your candidates. Or, for the final round of interviews, define a fictional business problem or challenge and ask the candidate to write a white paper or develop a short presentation. The interview becomes the presentation or delivery of the white paper. Interviewers base their evaluation on how well the candidate presented his of her ideas, the ideas or solutions themselves and an in-depth review of how the candidate went about preparing for the exercise.
  4. References. In my opinion, we do not give references the attention they should receive. Candidates should bring several references- character, educational and professional. HR should have a robust process around gathering reference information, crafting really good questions for references by determining what information you are looking for or is important for the job and documenting the answers.
  5. Build in a character test. I’ve read about companies that involve everyone from the driver, hotel concierge and receptionist into the interview process by creating scenarios that the candidate responds to and the interview team is provided feedback from these participants. Was the candidate courteous, respectful, professional and polished in their interactions with everyone? Or were they rude, arrogant, or discourteous when they thought no one was looking?

The current recruiting and selection methods have not proven valid. Dump them and get creative with your organization’s steps for finding quality hires.