Excuses Excuses Excuses

Throughout the course of your career as a manager or supervisor, you’ll likely hear a number of excuses for why an employee was not able to complete an assignment, be on time or otherwise do what they were supposed to do.  Below are some of the more common excuses and ways to address them:

·  “It’s not my job.”  This is a common excuse used by employees to get out of doing work.  If the assigned task is related to their essential job functions, it is likely to fall under “other duties as assigned” in their job description.

·   “Everyone else comes in late.”  This excuse falls under the “if everyone jumps off a bridge, does that mean you should too?” explanation.”  The focus at this point should be addressing this particular employee’s attendance while letting the employee know that everyone is subject to the same attendance requirements.

·   “I didn’t know.  I’m new.”  This excuse only lasts so long before the newness of it wears off.  If you explained the process, policy or procedure during orientation or during the employee’s initial training, then being new to the organization is not an excuse.  Additionally, being new should not prevent the employee from asking questions and seeking assistance from others.

·   “I have too much work to do.”  When confronted with this excuse, ask the employee to provide you with a detailed outline of what tasks he/she is working on and the percentage of time he/she is working on each task.  It may be that the employee needs to better manage their time or focus their priorities on value-added tasks.  Also, if the employee is exempt from overtime, take note of when the employee arrives and leaves the office and how long he/she is taking for lunch.  You should make sure the employee is working the required number of hours per day or week and not taking extended lunches or breaks or coming in late or leaving early.

While some of these excuses may be legitimate, it’s important for a manager and supervisor to hold employees accountable when it comes to performing the essential functions of their job at a meets expectation level.

This article should not be construed as legal advice.

Be Social... But Be Cautious

Facebook, Twitter, and Google+ are great ways for employees to socialize and even for employers to promote their business.  While many employers monitor communications and employee behavior on these technologies, policies should be very clear.  More importantly, management should understand how to properly implement these policies.

You should have a policy that is specific and comprehensive is scope.  All policies should be clearly communicated to employees and make sure to train management on the importance of following company policies.  FYI, current privacy laws allow businesses to monitor electronic communication but it is important to stay abreast of changes in such laws and relevant court decisions.

Make sure you are protecting your company's reputation.  Social media can be a great way to promote a business, but don't forget about those negative ninnies out there.  Social media certainly provides  an easy forum for employees or dissatisfied customers to vent their opinions or frustrations.  Still, companies may also impose sanctions on employees for criticizing or disparaging the employer outside of work, including on social media websites. (http://www.infolawgroup.com/2011/01/articles/enforcement/employee-privacy-gains-in-the-united-states/)

There is also the issue of harassment versus free speech.  It is interesting to note that issues of harassment are not protected by free speech.  Harassment is defined as unwelcome verbal or physical conduct based on race, color, religion, sex, national origin, age, disability (mental or physical), sexual orientation, or retaliation.  Whether harassment occurs in person or via any technology, such behavior is not protected by law.

Make sure you have a clearly defined policy that is understood by all and lead by a well trained management team.  Employees should be made aware of their responsibility to follow this, as well as all workplace policies.  Leaders must manage all policies consistently and fairly throughout their workforce. 

This article should not be construed as legal advice.

How to Lose Great Job Candidates

If you have ever been responsible for filling an open position at your company, you have probably wondered where all the great job candidates are or why someone who looked so promising did not finish the online job application.  Here are a few issues to consider:

1. Where are you publishing your job ads?  Are you using job posting sites or social media networks directed to professionals in a specific field or are you posting your job ad on a generic job board where every individual regardless of skills level or qualifications can apply?

2. How user-friendly is your online submittal process?  The easiest sites are those that allow the applicant to simply email their resume and cover letter.  However, many more employers are using software tools that are designed to make recruiting and selection easier but which may in fact lead to great candidates being lost.  For example, many software tools simply don’t work properly.  They gather information from a resume and input the data in the wrong fields.  The candidate then has to spend time retyping the information.  In other cases, a candidate may be frustrated with having to create and remember so many usernames and passwords each time they apply for a position with a new or same employer.

3. Are you asking questions on the online application form that may frustrate or cause a job candidate some concern?  For example, each application usually has a statement indicating that the candidate acknowledges that by signing the application, he or she states that the information is true and correct and if false information is provided, it may be grounds for termination or rejection of their application.  One of the questions that often appear on an application is whether the candidate has a family member working for the employer or whether the candidate has ever applied for a position with the employer before.  In these situations, the candidate may not be aware of family working for the employer and may not remember previously applying for a position. 

Other online applications ask the candidate to provide their driver’s license, social security number and even sign a release form for background and credit checks.  A candidate may be hesitant to provide so much personal information up front when they haven’t even interviewed for the position. 

Other applications ask the candidate to provide a salary history.  Again, the candidate may not want to disclose this information up front, and may even feel indignant at being asked to provide this information when the employer has not even indicated a salary range for the position.

When filling open positions, it’s important for employers to put themselves in the position of a job candidate and go through the online application process to understand what candidate’s go through when applying for a position. 

This article should not be construed as legal advice.

The Shoe is on the Other Foot

When it comes to filling a vacant position, there’s a lot of planning that goes on, especially when it comes to interviewing the candidate.  But one thing that many employers forget is that the interview process is a two-way street.  Not only is the employer interviewing the candidate to make sure the candidate is the right “fit” for the position and the organization, but the candidate is also interviewing the employer.

The candidate likely wants details about the organization, the job, and “what’s in it for me.”  As such, employers should be prepared to answer a number of questions from the candidate, including but obviously not limited to:

·         Why is the position vacant?

·         If it’s a new position, what brought about the need for the position?

·         If it’s a position that’s been around for a while, has there been any changes to the responsibilities, and if so, why?

·         What is the most challenging aspect of the position?

·         What are the top three priorities of the position?

·         If the job posting does not otherwise specify, what percentage of time is spent in meetings, travelling, writing or presenting reports, etc.?

·         Where does the position fit in the organization in terms of influence and status?

·         What three words would you use to describe the culture of the organization?

·         How is this position perceived by others in the organization?

·         What major initiatives is the organization taking on right now (e.g., growth, new products, increased competition, layoffs, etc.)

·         How does the organization value its employees and include them in decision making?

·         How available are members of the executive team to employees at every level of the organization?

·         What are the compensation and benefits for this position, including medical insurance, hours, training reimbursement, flexible work schedule, etc.?

·         The candidate may also ask questions about the interviewer(s) including:

o   How long have you worked for the company and/or held your current position?

o   What do you like most about the company?

o   What is one area that you think the company should improve upon?

o   What interaction do you have with the position you are looking to fill?

Just as employers want to make sure they hire an individual who has the right knowledge, skills and ability to perform the essential functions of the job, candidates also want to make sure they work for a company where their knowledge, skills and ability will be put to use and where they will be valued and respected.

This article should not be construed as legal advice.

What is Your Client/Customer Approval Rating?

“Wow, I was so impressed by their service!  I absolutely recommend their business…” are the words that every employer dreams of.

Many times, employers only think about surveying their employees for their opinions on organizational culture, benefits, morale, management and other terms and conditions of employment.  But have you ever surveyed your clients or customers?  Do you think that just because your clients and customers are continuing to do business with you that they are truly satisfied with your performance as a manager or the performance of the company as a whole?  You’ll never know until you ask.

When you enter into a relationship with a new client or customer, there should be checkpoints established whereby both parties can assess the status of the project, proactively identify any challenges and agree on solutions, and recognize accomplishments.  Whether these checkpoints are every week, every month or once a year depends on the complexity of the project. 

In many cases, there will be feedback provisions built into the contract.  For example, there may be a provision that states that your company will not be paid unless and until a particular goal or deadline is met.  If you receive payment, it is very likely that the client or customer was satisfied with your work.  But, be careful about making assumptions.

In today’s competitive environment, you should also be inquiring into more specific, day-to-day interactions that can sometimes make or break a professional relationship.  For example, how long does it take for you or your company to respond to a client’s phone call?  Is the client able to reach you directly or do they get caught up in your company’s automated telephone response system or hung up on by the receptionist?   How quickly are problems resolved and are they monitored to prevent further complications?   And, just as important, do you or does anyone from your company offer a sincere apology for any delays, inconveniences, or mistakes or do you just make excuses or simply fix the problem without any follow-up?

In addition to monitoring these issues, you may also want to consider sending your client a request to complete a quick, online survey that incorporates day-to-day interactions and other topics.  Just make certain that the survey goes to individuals who are actively involved in the project and that you follow up with any issues noted in the client’s feedback in a prompt manner.

Checking in with your clients and customers goes a long way to making them feel valued and understood, as well as improves the professional relationship, such that when there is a problem, it is more likely to be resolved in an amicable manner.

This article should not be construed as legal advice.

Finding the Right Trainer

Let’s say you have been asked to find a trainer to conduct customer service training or safety training for your company’s employees.  Where do you go to find a trainer?  Do you know what it will cost?  Do you know what questions to ask?  If you don’t know the answers to these questions, you could be throwing away good money on someone that will take your money without providing a valuable service to your organization.

When looking for a trainer, the important thing is to start with knowing what services you need and why.  You need to identify what metrics or other data you have that specifically identifies a need for training.  Do you have customers complaining about poor response time when calling customer service representatives?  This may be the result of inadequate bandwidth or an insufficient number of phone lines that is unrelated to the behavior of customer service representatives.  Or perhaps your representatives need to be better trained in order to perform multiple tasks at a time, thus increasing productivity.

Once you have verified the problem through a needs assessment, the next step is to have an idea of the target audience and format of the training.  For example, will all employees in the organization be trained or only a select few?  This can make a big difference in how the course is designed and the cost of the training.  In other words, you have to have some idea on what you are looking for before you consult with a trainer.

When looking for a trainer, the easiest approach is to conduct an Internet search for a trainer in your area.  However, you will likely have to sort through a number of individuals and companies that don’t train on the subject matter you need.  A professional organization that certifies or provides continuing education to trainers is another approach, as the organization may group trainers by subject matter and/or geography.  Referrals are another great source.

When speaking with a trainer, it is important to get to know their training approach and how many and what types of courses they have designed and facilitated.  The trainer may want some idea of the scope of the project before quoting you a rate, but a reputable trainer will be able to quote a minimum and maximum fee.  Of course, it is also important for you to know what your budget is for the project.

Selecting a trainer is never easy but by asking the right questions and taking your time to carefully design each course, you will reap the benefits of a better educated workforce.

This article should not be construed as legal advice.

Innovative Approaches to Working Together

A tall woman in a soft pink blazer opened the front door to the office and proceeded down the hallway toward her desk.  As she passed by a co-worker’s office space, she asked if the files she had requested were completed and on her desk.  The co-worker rolled his eyes and answered that he was still working on it.  The woman stopped and turned toward the gentleman that gave her such a crass answer.  She replied with an icy tone and continued toward her office…

Do you find that your work group or department is not working together as well as they should be?  Do you see personality differences among your employees that are negatively impacting the work environment?  Is there an inability by your employees to manage conflict effectively?

If you answered “yes” or even “sometimes” to any of these statements, your team may benefit from professional intervention.  There are consultants and organizations that can assist your team in learning to appreciate the differences in each individual and work together to resolve differences.

One such approach is to conduct a 360-degree profile of each person.  This process involves each employee completing a self-questionnaire about their work preferences, beliefs and approaches to working on various work-related issues.  The questionnaire is then completed by the employee’s direct supervisor, and a pre-determined anonymous number of peers and direct reports, thereby giving the employee a 360-degree picture of how they are perceived by others in the organization. 

A second approach involves having everyone in the team answer the same set of questions involving how they approach different work situations.  The results are then summarized on a quadrant and assigned a color.  For example, a person identified as the color “yellow” may exhibit personalities that are passive or easy-going, while a person identified as the color “red” may exhibit personalities that are more dominant or controlling.  By understanding the personalities of a coworker, one can hopefully better understand why individuals act the way they do.

A third approach involves the completion of a questionnaire based on how an individual would react in different situations, such as dealing with an aggressive employee or a difficult employee.  The results then identify if the individual is prone to conflict avoidance, conflict resolution, and so on.  By better understanding how one deals with conflict, an individual can take appropriate action to resolve conflict in a more effective manner.

While each of these approaches involves different questions and results, they are all focused on helping individuals be more productive and effective in the workplace.  However, taking the assessment and understanding the results is but the first step.  For these assessments to be worthwhile, the individual must also take action to build on their strengths and overcome their development areas.

This article should not be construed as legal advice.