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5 Key Points To Use Assessments in the Employee Life Cycle

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Employee completing an assessment on their work computer.

What is so significant about the term experience? Experience is how we remember life. An experience awakens the senses and, for better or worse, leaves a lasting impression. Often, those impressions are shared with others, especially with the ease of the Internet and social media. Driven by this, organizations today strive to leave a positive impression on the experience of customers, clients, and employees. For our purposes, we’re going to focus on how employers can significantly impact the employee experience.

We often hear, “Timing is everything.” So, when should you focus on the employee experience? Successful organizations are thinking about the employee experience along every phase of the employee life cycle. The good news is there are many new tools and technologies to help organizations build a unique and impactful employee experience, and one that remains tried and true is the use of assessments across the employee life cycle.

Below are five key points in the employee life cycle where the use of assessments can make a lasting impression on your employees and play an important role in your organization’s ability to attract, develop, and retain employees.

1. Enhancing Hiring Decisions

Let’s start at the beginning of the employee life cycle – recruitment. Assessments used in this stage, such as pre-screen questionnaires, can significantly enhance the accuracy and effectiveness of the hiring process.

Try using assessments in two ways – internally and externally. Before you begin sourcing or searching for candidates, consider using assessments to help internally benchmark what you’re looking for in the role, including the competencies required. Are there skills or traits your current team is missing, or are there different perspectives that could help create diversity of thought? Once you identify these measurable competencies, you can highlight them in your job ad.

When the external search begins, assessments can provide additional insights that screening and interviewing may not be able to. Plus, assessments can provide unbiased and data-driven results that traditional screening methods can’t.

Whether it’s cognitive, personality, or behavioral assessments, you can glean valuable insights into a variety of different competencies. This can help your organization minimize bias, reduce turnover, and hire candidates who are more likely to succeed.

2. Identifying and Developing Potential

After a successful hire, your focus should shift to engagement and retention. From our research findings of generational preferences in the workplace, we know that growth and development opportunities are among the top three reasons employees choose to join an organization. This presents a great opportunity to use assessments to help identify and develop an employee’s potential within your organization.

Don’t believe us? Consider Estée Lauder’s example as they embedded the CliftonStrengths assessment into their culture, processes, and key metrics. When employees understand their strengths and how to leverage them for themselves, their team, and the organization as a whole, it can be a powerful realization for employees and a winning combination for employers. For Estée Lauder, by identifying and cultivating individual strengths, employees felt valued, empowered, and motivated to do their best work, thereby leading the company to award-winning heights.

Today’s expected employee tenure is already short – a median of just over four years, according to the BLS. However, when organizations leverage assessments and subsequent reports to support the employee’s career path within the company, it allows the employee to pursue roles that are more aligned with their interests and career goals. These growth and learning opportunities help to increase that tenure (and potentially turn employees into ambassadors for your organization).

3. Designing Training and Development Programs

On an organization-wide scale, assessments can empower HR to offer training and development programs that meet targeted and personalized needs. Depending on the kind of assessment (technical, cognitive, behavioral, skill, leadership, etc.), the appropriate training programs or providers can be brought in to support a team’s growth and learning in areas that are aligned with the desired organizational outcomes.

Assessments aren’t just for your human talent, however, they can and should be used to evaluate the effectiveness of training programs as well. Pre- and post-training assessments can measure the impact of training, enabling organizations to assess knowledge gain, skills application, and overall program success.

4. Strengthening Career and Performance Management

Assessments can do much more than identify strengths and potential. By providing data-based assessments, employees and employers can work together to identify areas for improvement without the interference of human opinion, limiting the impact of ego and emotion in early performance conversations. Employees can understand where they scored, employers can understand where to support their team members, and both parties can agree on goals together.

By building in regular performance assessments, employees can also find motivation as they see their skills and competencies improve along the way. This can also empower them to reach for new heights within the organization, especially if those roles are benchmarked in similar fashions.

5. Building Effective Teams

Finally, don’t forget about the importance of building strong and competent teams. While this happens at all stages of the employee life cycle, assessments can play an integral role here. With assessment data and well-designed training, HR and management can build diverse, balanced teams across the organization, and even call attention to potential issues or challenges ahead of time to minimize interruptions and conflict.

For example, we have found the Everything DiSC® assessment to be a highly effective tool in helping people to work better together. The DiSC assessment, coupled with training and follow-up resources, helps employees to understand their own personalities, how they are similar or different from their co-workers, and how to improve communication and collaboration across different work styles. This has been a valuable tool to help people better understand themselves and those around them leading to decreased conflict and stronger, more productive workplaces.

When choosing team assessments, you’ll want to look for tools that align with your organizational goals, encourage self-awareness, and foster a culture of mutual understanding and respect. By understanding individual strengths and limitations, team members are better equipped to complement each other’s skills.

Assessments for the Win!

Building out a thoughtful employee experience along every phase of the employee life cycle is critical to support retention, productivity, and employee morale. When considering the employee life cycle, we highly recommend exploring opportunities to add assessments into the process that support your organization’s goals and help you to build a strong employee experience in a consistent and sustainable way.

 

Special thanks to Julie A. Johnson, PHR, SHRM-CP, Sr. HR Business Strategist, Melinda Canino, MS, Sr. HR Communications Advisor, and Samantha Kelly, Sr. Sales & Marketing Strategist for contributing to this Emerging Issues in HR.

Do you need help identifying or implementing the right assessments for your employees and your organization? Don’t worry. The HR experts at Strategic HR can help you find the best employee assessment tools for you. We’re also an Authorized Partner for Everything DiSC®, so we’re happy to be your go-to resource for the DiSC assessment and training too. Contact us to get started!

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How will AI impact the Human Resources function?

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The rise of artificial intelligence (AI) has sparked debate about its effect on a wide variety of industries and job roles—and the Human Resources function is one of them! Many have wondered if AI’s impact on HR will lead to a significant reduction or complete elimination of HR professionals. Surely, it’s not possible to take the “human” element out of “human resources.”

At Strategic HR, it’s our belief that while AI has the potential to streamline HR processes and provide more information to enhance decision-making, organizations will continue to need HR professionals who have a nuanced understanding of people to lead and manage their HR function. In fact, AI’s continued evolution actually provides HR leaders with a unique position to make a significant organizational impact in a few ways: by understanding, utilizing, and providing guidance within their organization.

How AI can impact HR and recruiting functions

In a world of labor shortages and an increased need for efficiency, many organizations are consistently looking for ways to do more with less. One way that AI can impact the HR function (or better yet, streamline the HR function) would be in the recruiting process. For example, advanced algorithms can swiftly analyze vast amounts of data and eliminate human bias in the initial stages of reviewing resumes. We’ve seen advances in areas such as writing job descriptions, suggesting interview questions, screening resumes, and analyzing hiring criteria. Some AI bots are even conducting initial screening interviews with candidates.

Because of AI’s ability to process and analyze large volumes of data rapidly, HR professionals can leverage AI-powered analytics tools to gain valuable insights into other HR areas such as employee engagement, performance, and overall organizational culture. By identifying patterns and trends, AI can assist HR professionals in making data-driven decisions that optimize recruitment strategies, training programs, and performance evaluations.

Whether AI is handling simple or complex tasks, the key in any HR situation is to empower HR professionals to utilize AI in ways that allow them to focus on more complex or nuanced issues, rather than taking the “human” element away.

Chatbots and ChatGPT have changed the game

AI chatbots are the latest game-changer to impact HR in the evolution of AI technology innovation. For example, some companies use AI chatbots to provide 24/7 support to employees, answering frequently asked questions and freeing HR professionals to focus on more strategic and interpersonal aspects of their roles.

While there are several versions of Chatbots available, the most recent emergence of ChatGPT, an open AI platform that interacts with users in a conversational way, has been highly notable. In addition to synthesizing content like a search engine, this technology also learns relationships between data elements and can reassemble responses in a meaningful way based on the prompt question.  The output is as fast as doing an online search, yet the resulting data far exceeds the robustness and usefulness compared to many internet queries. This tool has the potential to significantly increase the efficiency of HR professionals and employees alike by gathering and synthesizing meaningful data.

According to the Microsoft Work Trend Index Annual Report, far more employees (70%) would choose to maximize the use of AI to lighten their workloads compared to 49% of people who are concerned about losing their jobs to AI. As the world of work moves forward with an increased focus on workplace efficiencies, some use of AI may be inevitable. Perhaps one thing that HR professionals can do to allay employees’ concerns is to identify the skills needed to manage and augment the AI and provide the training, development, and growth opportunities to help employees succeed in the technology transition.

Ethical, legal, and security concerns

While it has great potential, there are still limitations, risks, and lingering questions about the use of AI. It’s important to recognize that many times AI lacks a nuanced ability in analyzing data. A human being who can consider various contextual factors, use intuition, and integrate empathy is needed before making final decisions. There are also ethical implications, legal considerations, and security concerns that must all be addressed before companies can fully take advantage of the technology. We’re not quite ready to let AI replace human judgment.

Geoffrey Hinton, a pioneer of artificial intelligence, quit his position at Google so he could talk more openly about the risks and dangers of AI technology. According to Reuters, Hinton states his primary concern is that the technology could become too smart sooner than experts expected and create convincing false images and texts which would result in not being able to discern what is true. While this may sound like a risk far into the future, there are additional immediate concerns that need to be considered including:

  • ChatGPT is currently based on internet information through 2021, so some recent happenings and facts are not reflected.
  • The answers are based on internet information, so they are only as accurate as the data on the internet. The AI-technology does not have the ability to know what is true.
  • AI systems use historical data, which raises concerns about potential biases. If AI were to take over HR departments entirely, the risk of perpetuating systemic biases could increase.
  • There is the possibility of giving proprietary or personal information that the system may “learn” and repeat in another answer which could cause security and liability risks.

How HR leaders can guide AI adoption

Proactive HR leaders can provide guidance to their organization that can add clarity and peace of mind during a tumultuous time of change. Consider the following actions leaders can take to help frame the discussions and drive decisions in organizations:

  • Understand where the organization is considering and/or could benefit from AI technology.
  • Create a roadmap to define business uses and outcomes for AI technology with guardrails to limit risk.
  • Identify the technology skills and resource gaps that need to be filled to effectively harness the AI options.
  • Develop strategic principles and policies (considering security and accuracy) to aid in the evaluation of how/when to utilize different AI options.

HR Leaders can support and perform these types of activities rather than allow the technology to be introduced without intentional consideration. Helping organizational leaders to consider both the impact and risk of utilizing a framework and strategic actions will lead to more informed decisions.

It is clear that AI technology has the potential to revolutionize HR practices by automating and streamlining processes; however, it is our firm belief that it is highly unlikely for AI to entirely take over the HR department. The human element in HR—empathy, emotional intelligence, and nuanced judgment—remains indispensable for managing a diverse workforce. HR leaders who can maintain a balance between AI and human expertise will make the most significant impact. And, those organizations with leaders that prepare, provide guidance, and make sound decisions will gain a competitive edge and thrive in the AI-enabled future.

Special thank you to Becky Foster, Senior HR Business Strategist, for contributing to this Emerging Issues in HR. 

Do you need help with developing your HR strategy and identifying the tools you need to get there? The experts at Clark Schaefer Strategic HR are here for you! To learn more, visit our HR Strategy Services page or contact us.

What Are The Benefits of Providing a Mentoring Program?

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Young professional watching her colleague point to a whiteboardHR Question:

Our team members have been asking for additional development opportunities and a mentoring program has been suggested. What are the benefits of a mentoring program, and how do we implement one?

HR Answer:

The benefits of having a mentor can be immeasurable. Almost 80% of CEO’s say they had mentors throughout their careers which led to greater career success. Mentors can provide a different lens to see challenges through; they can also provide excellent advice on both professional and personal fronts – and where those fronts intersect.

Having a mentor can make a clear, positive impact on someone’s career. But what can a mentorship program do for employers, as well?

Benefits of Having a Mentoring Program

For Employees:

Both the mentee and the mentor can benefit significantly from a mentor program. The mentee is able to find guidance, increase their knowledge and their network, and have a trusted and tested ally to bounce ideas off of. For the mentor, this relationship can give them the opportunity to give back or to pay their success forward. Additionally, the mentee may ask questions of the mentor that prompt the mentor to re-evaluate or re-examine their own opportunities through a different lens.

In the end, both parties can benefit from a trusted partner, an honest conversation, and someone they know they can lean on in the workplace, creating psychological safety.

For Employers:

As the University of California, Davis illustrates, the benefits are not for the employees alone! By implementing a mentorship program internally, organizations can:

  • Increase retention by showing a commitment to growth, leadership, and continuous learning.
  • Maintain institutional knowledge and encourage knowledge transfer.
  • Foster an inclusive and diverse environment, improving their employment brand.

How to Implement Successfully

When implementing a mentoring program, follow the Society for Human Resource Management (SHRM)’s five-step plan:

  1. Establish requirements for participation from both groups.
  2. Establish specific activities and guidelines for the mentors.
  3. Acquire mentors and mentees.
  4. Match mentors and mentees.
  5. Monitor and evaluate the program during and after.

While each step is important in its own way, it is incredibly important to connect any activities, actions, or guidelines with your own goals for the organization. For example, do you have a goal of increasing retention and hiring from within? Make sure that you have activities related to how employees could see themselves growing in, up, and through the company. Is your goal to create a safe space and trusted ally between mentors and mentees for mental/physical health? Then make sure exercises, questions, and activities are geared toward building trust and open communication.

What Makes a Mentoring Program Excel

Meeting with your mentor on a regular basis with an outlined agenda will help you utilize your time wisely. Be prepared to talk about your goals and how you have moved the needle closer to the goal. What are the roadblocks you’ve experienced; how did you overcome them; how did you implement your mentor’s previous advice? You should talk about key takeaways and next steps for your next meeting.

When establishing a mentor program, make sure all participants are on the same page. When mentors and mentees aren’t aligned on desired outcomes, mentors might give advice that doesn’t match the situation, or mentees might feel disillusioned or frustrated. The partners don’t always have to agree – nor is each party always right – but setting expectations for open and respectful dialogue and honest feedback can be helpful for both sides.

Be sure to provide an out. If one party isn’t giving the amount of energy necessary for a successful partnership, or if roles aren’t being taken seriously, it’s important that everyone understands that the arrangement should only go on as long as both parties feel it is beneficial.

Special thanks to Tracy Walker and Sammie Kelly for contributing to this edition of our HR Question of the Week! 

Providing impactful training and development opportunities can be a key factor in attracting and retaining the best talent. Learn more about how Strategic HR can help you build the right training and development programs for your workforce. Check out our Training and Development page or contact us today to learn more.

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What is Juneteenth & How Can We Celebrate It In The Workplace?

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Colorful sign for Juneteenth

HR Question:

I know Juneteenth is an official federal holiday, but I don’t know much about it. What is its significance and how can we reflect that in the workplace?

HR Answer:

This is a great question, and an important one at that! Here at Strategic HR, we want to recognize the importance and deep meaning behind the history and celebrations of Juneteenth. There is no better way to do so, in our opinion, than to lift and highlight the voices of those who have ties to the joy and the sorrows behind this day. Narcissa Murphy, one of our Cincinnati-based HR Business Advisors, shared what Juneteenth means to her and her thoughts on how workplaces can embrace the celebration.

Narcissa’s Experience

Juneteenth commemorates June 19th, 1865, a day once observed as African American Emancipation Day. Although the Emancipation Proclamation was passed two years prior and the 13th amendment six months prior, enslaved people in Galveston, Texas would not be notified about their freedom until Union troops arrived to share the word. In 2021, Juneteenth was signed in as a federal holiday by President Joe Biden.

As a child, I grew up celebrating Juneteenth alongside my family by attending festivals, parades, and cookouts. We would watch documentaries together to better understand our history – to understand the significance of this celebration and to remind us of the sheer magnitude of suffering our ancestors had endured. This day gave us the opportunity to honor them.

To me, this day reminds me to stay humble, to honor myself and my family, and to pay tribute to what my ancestors went through to get me to where I am today. I’m reminded of a frequent phrase, “You stand on the shoulders of your ancestors.” My ancestors came here unwillingly, made something out of nothing, and survived in spite of the horrors inflicted upon them. And while this day commemorates the losses that we as a people have endured – the loss of life, culture, names, and traditions – we have made it our own celebration and find ways to thrive today.

Celebrating Juneteenth in the Workplace

Supporting and showing recognition for this time in history can be accomplished in various ways. The first step, and potentially the most important step, is understanding the history and its importance. Take the opportunity to educate your team members on Juneteenth’s timeline, important facts about the day, and provide additional resources for those wanting to learn more.

Allow opportunities for your team to volunteer or support local festivals and parades. Encourage respectful attendance and participation, or if schedules don’t allow, find ways to raise money or gather donations for any participating charities.

Bring the celebration into the office! Create an annual company/office celebration, or include this day as an official company holiday to align with the public federal holiday schedule.

Let’s Celebrate!

Not sure where to find a celebration near you? Check out these local and neighboring festivals and celebrations in the Tristate area:

  1. Cincinnati’s 36th Annual Juneteenth Festival
  2. Cincinnati’s Official Juneteenth Parade
  3. Florence Ky 1st Annual Juneteenth “Discovering Your Roots”
  4. 3rd Annual Hamilton Juneteenth Celebration
  5. Juneteenth Panel Discussion & Tasting Event
  6. Springboro 3-on-3 Basketball Tournament Celebrating Juneteenth 2023
  7. Brown Sugar Fashion Gala: Chocolate City – A Juneteenth Celebration
  8. Springboro Juneteenth Jubilee
  9. City of Woodlawn – Juneteenth Fireworks Festival

You can learn more and find additional ways to celebrate at Juneteenth.com.

Juneteenth has been a cornerstone celebration in my childhood, my adult life, and my professional life. Everything that I am today is because of the people who have come before me. They looked beyond their situation and thought of me today; they found ways to fight for freedom so that I could be what I am– a successful professional in corporate America, learning and growing and making my own life.

A special thank you to Narcissa Murphy, HRM, HR Business Advisor for her thoughtful contribution to this week’s HR Question of the Week.

Having an inclusive organizational culture that contributes to your organization’s overall success doesn’t happen by accident. It needs to be nurtured. Learn how we can help you to nurture your culture through our employee relations services, or contact us today.

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What Are Stay Interviews and What Questions Should I Ask?

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Photo of two women having an informal meeting depicting a stay interview.

HR Question:

Can you explain stay interviews – what are they? How should we use them and what should we ask?

HR Answer:

Not to be confused with exit interviews (meant for seeking to understand why departing employees are leaving), stay interviews are a great tool to understand why your employees choose to stay with your organization. They can also help to uncover potential areas of concern that may cause employees to leave if not addressed. Conducting stay interviews shows that you care about employees’ experiences and gives you the opportunity to make changes to retain your most valuable asset – your employees.

Who should participate?

Start with your end goal in mind. Consider why you’re conducting stay interviews and what you want to learn. This will help to determine who should participate. Some organizations may choose to focus on a particular department, a company location, or high performers. Others choose to conduct company-wide stay interviews. There’s not necessarily a right or wrong answer here.

Choosing Stay Interview Questions

Stay interviews typically consist of five to six questions, with at least one question that is quantifiable (i.e., rating satisfaction using a 5 or 7-point Likert scale) while leaving the others open-ended. The quantifiable questions provide a quick way to measure and easily report on employees’ attitudes, opinions, or perceptions of an aspect of work or the work environment. We recommend following quantifiable questions with asking why they chose their answer for additional insight.

Sample quantifiable questions:

  • Would you recommend working here to a friend?
  • Do you have the resources that you need to do your job effectively?
  • Do you have clear goals and objectives?
  • How happy are you to come to work every day? (Use a 5-point answer scale)

On the other hand, open-ended questions dig deeper into your employees’ thoughts, feelings, and experiences. These answers can reveal themes of what is going well and shed light on what can be improved to encourage employees to stay.

Sample open-ended questions:

  • What do you look forward to when you come to work each day?
  • What do you like most or least about working here?
  • What are your favorite aspects of your job? Least favorite?
  • If you could change something about your job, what would that be?
  • What would make your job more satisfying?
  • How do you like to be recognized or rewarded?
  • What skills/talents are you not currently using at work?
  • How can we best support your learning and development?
  • What motivates (or demotivates) you?
  • What might tempt you to leave?
  • What can your manager do more of or less of to best support you?

Choose your questions carefully to ensure they help you to learn what you really want to know. It is okay to go into this process with some assumptions about what is and is not going well. The right questions can help you tease out whether your assumptions are correct. Sometimes addressing the “elephant in the room” is exactly what needs to be done. In other situations, the right questions can reveal issues that you weren’t even aware existed.

Selecting the Best Approach

Once you’ve identified who you want to include in the process and what you want to ask, your next steps are to determine the where, when, and how.

Location

Stay interviews can be conducted in person or virtually. Keep in mind that it is important to maintain privacy and confidentiality when selecting where to host the conversations. If conducted in person, be sure to select a location that is private and away from where others could overhear the conversation.

Timing

If you use five to six questions, they typically can be completed in less than thirty minutes. You can consider conducting stay interviews once a year or more frequently, depending on your needs.

Establishing Trust

It is essential to establish a feeling of psychological safety and trust so that employees feel comfortable being honest and open in sharing information. It is best for the data collection to be anonymous with results reported in summarized themes that are not traceable back to specific individuals. There should be no worry of retribution for sharing their thoughts and opinions. As a result, you’ll want to choose your interviewer(s) carefully.

Many organizations choose to have stay interviews conducted by independent outsourced experts who can guide them through the entire process of participant selection and question development, as well as conducting the interviews and providing follow-up data reports and recommended actions. Independent consultants can apply an unbiased approach throughout the entire process. This often leads to more robust data and action plans as employees are more willing to open up and talk.

The Key to Productive Stay Interviews

Hopefully, it goes without saying that you must go into this process prepared to react to what you learn. Employees are typically excited to have their voices heard. They will be anxious to see what you do with the information they have shared. It would be quite ironic if a lack of acknowledgment of their feedback would lead to employees feeling devalued and choosing to leave.

At the same time, it is unrealistic, and in most cases unnecessary, to address every concern that is raised. There will inevitably be outlier comments in the information collection process that only apply to one specific person or don’t seem to be significant for the broader good of your organization.

Be Transparent

You can position the process for success with clear and transparent communication from beginning to end. Well in advance of the stay interviews, make sure that you have communicated your intentions of conducting the interviews, why you are doing them, and the expected timing of the interviews. Particularly if you are using outsourced HR experts to facilitate the interviews, be sure that employees know who these folks are and what to expect.

In addition, manage employees’ expectations on the front end and throughout the process regarding how you plan to handle what is learned. It is fair and reasonable to say that you don’t expect to be able to solve all of the concerns that may be shared, but you are committed to learning from their perspectives and making some improvements.

Showing that you are committed to listening and taking action to strengthen your organizational culture will go a long way in increasing your employee engagement and their desire to stay.

Thank you to Melinda Canino, MS, Sr. HR Communications Advisor, and Alisa Fedders, MA, SPHR, Manager of Business Advisors, for contributing to this HR Question of the Week.

Are you left wondering why employees choose to stay or leave your organization? Our experts at Clark Schaefer Strategic HR can design and conduct independent, unbiased stay or exit interviews as well as employee surveys, pulse surveys, and more to assess employee satisfaction and engagement. Learn more about how we can help on our HR Communications page or simply contact us today!

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HR’s Role During An Economic Crisis

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High inflation, rising interest rates, record-low unemployment, and strong consumer spending seem to have economists scratching their heads. In today’s economic uncertainty, HR professionals are preparing to pivot to meet the needs of their organizations should the economy go into recession.

HR professionals are no strangers to navigating and leading through turbulent times. Throughout the pandemic, HR was and still remains on the front lines – leading change and creating a culture and space that supported a massive transition to remote work and pandemic-safe work environments. HR professionals demonstrated skills that had not been relied upon by many companies in the past, creating a focus on minimizing costs while engaging staff during challenging times.

HR professionals found themselves providing staffing insights to navigate difficult business decisions, offering creative problem-solving, and managing talent and culture, more than they ever have in the past. In this article, we will highlight several ways in which human resources professionals can continue to pivot and develop creative approaches to help their organizations weather the storm of the current economic crisis.

Assessing and Addressing Talent Needs

It may be expected that HR’s role during an economic crisis would center around talent. As companies make critical staffing decisions, the evaluation of talent and the use of that talent becomes paramount. During cost-saving conversations, significant efforts must be made to make effective use of staff. HR leaders can address these priorities through performance evaluations, development tools, succession plans, and cross-training initiatives.

Despite predictions, unemployment remains at historic lows and the Great Resignation could be seen as the beginning of a long-term shift in the labor market. For many businesses, growth has been slowed because of workforce shortages. Fortune indicates that the U.S. workforce participation rate has fallen to 62.3%, which is down from 67% in the late 1990s. More than ever before, HR professionals need to focus on strategies to help their organizations attract, retain, and develop high performers.

As organizations strive to meet their attraction and retention goals, they are also faced with the realities of the current economic conditions. The soaring cost of living has placed pressure on employers to increase salaries as paychecks are stretched by the significant increase in the prices of household goods. HR’s role is to help the business remain competitive in the job market by developing total compensation programs designed to motivate and reward high performance.

In addition to ensuring compensation and benefits are competitive, employers are challenged with meeting the needs and expectations of a multi-generational workforce. In the Generations at Work Study, two of the top reasons that job seekers across all generations choose to join a company besides salary are the ability to enjoy work-life balance and having growth and learning opportunities. HR can champion programs that motivate all generations of employees by offering ample paid time off, flexibility, and learning and professional development opportunities.

By taking a multifaceted approach, today’s HR leaders have the opportunity to create the workplace of the future that is designed with successful talent attraction and retention strategies built in.

Reskilling for the Future

As technology rapidly advances, one thing is certain – many businesses are finding a skills gap with current employees, and this gap is hindering growth. During times of an economic slowdown, HR can shift the focus to the future and find ways to fill skill gaps with current employees through training and development opportunities.

This can be a win-win situation as it helps the business to better meet its needs, and it addresses the desire of employees who are looking for growth and learning opportunities.

Managing the Mood

Difficult times become the most integral time to “manage the mood” of the company. Another component of HR’s role during an economic crisis is to partner with the leadership team to encourage and embrace a culture open to flexibility, evolution, and giving grace to others.

Particularly during times of economic downturns or layoffs, it can be hard to maintain the psychological safety of the team. This is the time to remain transparent in communications on what is happening in the organization, as well as recognizing what is left unknown. Employees left in the dark can become disengaged, putting your organization at risk of fostering a culture of quiet quitters.

Supporting Mental Health and Well-Being

Economic challenges always take a toll on employees in one way or another, and consideration must be made for the mental health and well-being of those that are at the heart of your organization to assure a thriving and productive environment. Promote your Employee Assistance Plans (EAPs), take advantage of the co-pay waiver of many health plans for mental health, and provide regular communication to staff on financial offers from local banks and community resources.

It’s no secret – HR’s role in this economic crisis has shifted and grown. The current economic crisis has put pressure on HR professionals and business leaders to do more with less. Businesses across the board are all looking for creative ways to engage their workforce, reinforce productive and positive behavior, and retain staff – all while allaying employee concerns and fears.

Human Resource professionals can and should take this unique opportunity to play a significant role in leading their organization through this national crisis. By showing their support of the business and its employees through appropriate economic-driven actions, they can support both the organization’s vision/mission and its employees’ health and wellbeing.

Special thanks to Colleen Mahoney, PHR, HR Business Advisor, for contributing to this edition of our Emerging Issues in HR! 

HR plays an integral role in optimizing your operations during challenging times. Clark Schaefer Strategic HR can help with your leadership and HR strategy. For more information, please visit our HR Strategy page, or simply contact us – we’d love to hear from you.

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What Questions Should I Ask During An Exit Interview?

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Image of two professionals conducting an exit interview.

HR Question:

We’ve decided to start conducting exit interviews but aren’t sure of the right questions to ask. What are some key questions to ask during an exit interview?

HR Answer:

Exit interviews are an important part of the employee life cycle. These interviews, conducted after an employee has formally turned in their resignation and is in their last few days of employment with your organization, allow you to get feedback to examine and potentially improve processes, expectations, and experiences within the company. While typically conducted with an employee who is leaving on their own terms for another opportunity, you can also conduct exit interviews with those employees who are relocating, retiring, or leaving for personal reasons.

Take the time to discuss topics such as pay and benefits, team culture and expectations, and reasons why someone may have felt prompted to search for opportunities elsewhere. The answers to these questions can help you develop strategies for your HR processes. Plus, this feedback is critical to reducing turnover and creating an environment your employees want to work for. You can’t fix what you don’t know, and you won’t know unless you ask. Preparing ahead of time can allow you to ask focused questions that will lead to the necessary answers.

How to prepare for an Exit Interview

The first step in conducting an effective exit interview is to ask yourself what you are hoping to accomplish by talking to the exiting employee. Are there areas or blind spots that they may be able to shed light on or provide additional insight into? This opportunity will allow you to gather feedback that current and remaining employees may be too hesitant to share.

You may have some suspicions as to the underlying reason(s) for employees’ departures, so this can be an opportunity to test out your hypotheses. For example, you may be concerned that your salary ranges are not up to date with your market and industry, and you are lagging behind your competitors. Or is the employee leaving because of a manager, supervisor, or co-worker? Do you want to look at your culture to see if it promotes teamwork, accountability, and appreciation?

Additionally, be prepared to see the organization through this individual’s lens. They may not have had the best experience, or perhaps they felt consistently frustrated by certain elements. As a result, be prepared to listen to their feedback (and potential negative approach) with an impartial ear and an eye looking for potential opportunities for improvement.

What questions should I ask?

After determining the why, start creating questions that will get you the information you are seeking. Of course, there are many questions that you could ask, so we recommend you identify a set of questions that can be discussed in a reasonable amount of time. Here are some suggestions:

  1. Were you looking for a job (and if so, what made you decide to start looking)?
    Because of the current job market, many employers pursue passive job seekers and provide the employee with a terrific employment opportunity. If the individual was actively applying for new roles, this might help get to the root of why they wanted to leave.
  2. What caused you to accept the position?
    This is where the interviewer can get to a key differentiator between their organization and their competition. More pay, better benefits, remote work, work culture, toxic manager, etc. may be reasons why the offer made couldn’t be refused.
  3. Did your manager meet your expectations for providing appropriate direction, support, and leadership?
    It is often said that people leave a manager, not a job. If their expectations weren’t met, ask probing questions to understand why. This can shed light on any supervision and leadership issues that may need to be addressed.
  4. How can our company improve our training and/or onboarding process?
    For those newer to your company, this question allows you to determine how the employee felt about their first few months in your organization and if they feel they received sufficient training to do their job. If the employee has been with your organization for a longer time period, be sure to clarify that their suggestions can also come from their experience or role in training and onboarding processes as well.
  5. What, if anything, would you have changed about your job?
    A good follow-up question to this one is “if that change were implemented, would you return to work here?” Again, this question can get to the root cause of the turnover, and if the departing employee feels strongly enough about the company to consider returning at a future time. Remember that boomerang employees can be an asset to your organization as they can return re-energized and more engaged, so keep that door open when it’s appropriate to do so.
  6. Would you refer a friend or family member to work here?
    This question can give you additional information about the culture of the organization. If the answer is “yes, but not in my department,” follow-up questions may again reveal issues that should be addressed.

For additional areas to probe, Glassdoor provides more exit interview questions to consider.

What to do after an Exit Interview

After the exit interview, consider how you will use the data. Are you sharing it with the managers or leadership team, or are you checking the exit interview off your list and storing the information? Look for themes, especially if there is increasing turnover in one department or position. For example, are all of your customer service representatives leaving because they didn’t feel as though they were trained appropriately? Do your departing IT professionals complain about a lack of support from their manager? Use the data from exit interviews to create action plans to address issues and concerns.

Exit interviews can be used as a great tool to target turnover and retention issues. An effective exit interview is also valuable in pinpointing management and cultural challenges in an organization if the data is used appropriately. An alternate strategy is to open lines of communication with employees before they leave by conducting employee surveys or implementing stay interviews to identify and address issues before they choose to exit.

Thank you to Sheryl Fleming, MA, SHRM-SCP, for contributing to this HR Question of the Week.

Do you know why your employees choose to leave your organization? Exit interviews, while time-consuming, can be key tools for better understanding your company’s retention opportunities. Our team at Strategic HR can help you construct and conduct stay and exit interviews to learn more about why employees stay or go. Visit our Employee Relations page or Contact Us to learn how we can lend a hand in your employee retention efforts.

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Succession Planning: How Can We Prepare for Exits of Key Employees?

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HR Question:

In light of The Great Resignation, I’ve been hearing more and more about the importance of succession planning should any of our key employees or leaders resign. How can our organization make sure we’re appropriately prepared for succession planning so we are well-positioned if we should lose any key players?

HR Answer:

The exit of a key employee can certainly result in turbulence within a business. Lack of preparation in filling such an important role can fuel skepticism about the future of the company among both internal employees and external stakeholders. Organizations can help temper such concerns and instability through succession planning.

Benefits of Succession Planning

Thoughtful succession planning leads to numerous benefits. Organizations that hire their leaders internally may benefit from a better quality of hire than those who look externally. According to a study at the University of Pennsylvania, although internal hires are typically paid less than external hires, they tend to perform better and have lower turnover rates. The success of internal hires may be in part attributed to a deep understanding of the business and culture, along with cultivated relationships amongst the organization, its partners, and customers.

Succession planning also serves to foster goodwill among current employees who see the organization’s faith and investment in its internal talent. Especially considering the challenges in today’s talent market, succession planning may help to increase employee loyalty and tenure within an organization.

To begin succession planning, it is important to consider the strategic direction of the organization. You may pose the questions: what roles will we need to support the future goals of our organization? What kind of growth is expected in the next 1-5 years? Determining the trajectory of the organization will better inform the roles on which to focus your succession planning efforts. Executive leadership and directors constitute critical roles that typically merit inclusion in the process. However, organizations should also include key individual contributors who possess highly specialized skills or knowledge in their succession planning efforts.

Conducting a workforce assessment

Once critical roles are identified, it is important to conduct a workforce assessment to consider factors that may affect the stability of these key roles, such as incumbent retirement eligibility. During this portion of the process, it is also essential to identify members of the internal talent pool who may be able to fill these critical roles, with the right development opportunities. You should consider the current performance of these employees, as well as their future potential. Finally, when evaluating your internal talent pool, you will want to ensure that your pipeline of emerging leaders is diverse and can bring distinct perspectives to these key roles.

Identify gaps in knowledge and skills

Next, you will want to identify any gaps between the knowledge and skills possessed by the incumbents of critical roles and those in the talent pipeline to succeed them. Once these gaps are determined, leaders can begin creating career development plans in partnership with high-potential employees. Such career development plans may include shadowing a key employee, engaging in a mentorship program, or participating in a stretch assignment for exposure to new business functions, geographies, and customers. A career development plan may also include courses or seminars to help hone essential technical or soft skills. Finally, as part of their development process, high-potential employees could be invited to participate in board meetings for additional exposure to strategic planning initiatives.

It is important to note that succession planning is not a one-time initiative, but rather constitutes an ongoing process by which the internal talent pipeline is continually identified and developed. Organizations that implement thoughtful and strategic succession planning will benefit not only from increased stability during the exit of a key employee, but also from enhanced loyalty of employees who see the organization’s investment in its internal talent.

Thank you to Christine McLaughlin, HR Business Advisor, for contributing to this HR Question of the Week.

Whatever HR challenge your business may be facing, Clark Schaefer Strategic HR can help! Whether it’s by developing a robust internal succession planning process, creating or improving your performance management system, or developing a comprehensive strategic business plan through our HR Strategy services, our team of experienced consultants is waiting to partner with you. Contact us to talk through your HR Strategy needs.

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Are You Ready For These Top HR Trends in 2024?

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As we transition into a new year, the world of Human Resources is poised to undergo several transformative trends that reflect the evolving landscape of work. Some transformations are already at work, such as the continued integration of technology in HR processes, with the adoption of artificial intelligence (AI), data analytics, and automation tools. These technologies are not only streamlining administrative tasks but also enhancing decision-making processes, enabling HR professionals to focus on more strategic and value-added activities.

Additionally, an emphasis on employee well-being is gaining momentum, with organizations recognizing the importance of creating a positive work environment that promotes mental health, work-life balance, and overall job satisfaction. Our team anticipates that remote and hybrid work arrangements will persist, prompting HR departments to refine policies and practices to accommodate diverse and flexible work setups that continue to support a diverse workforce with varying needs.

And finally, we expect diversity, equity, inclusion, and belonging initiatives will also remain at the forefront of the HR landscape, as companies strive to create more inclusive and equitable workplaces. DE&I efforts go hand in hand with employee well-being and employee satisfaction. As employers work to foster diverse and inclusive workplaces, they are also challenged to be highly transparent in their communications and actions and to build a high level of trust, which leads to employee satisfaction and retention.

So how do we expect to see these HR trends play out in the coming year?

Generative AI & Upskilling

In a June 2023 survey by Gartner, 81% of HR leaders have already begun to explore and implement AI solutions within their organizations, with 52% exploring potential use cases and opportunities for generative AI. Indeed, the Future of Jobs Report 2023 indicates that by 2027, 43% of work tasks will be automated.

The Future of Jobs Report also emphasizes the growing focus on cognitive skills within the workforce – skills like creative and analytical thinking, technology, literacy, and socio-emotional attributes such as curiosity, resilience, and lifelong learning.

Upskilling in the field of human resources is expected to become increasingly important in the coming years and will play out in a variety of ways:

1. Technology Integration

The HR field is becoming more technology-driven with the adoption of complex HRIS (Human Resource Information Systems), AI-driven tools, and data analytics. HR professionals will need to quickly upskill to effectively utilize these technologies and leverage artificial intelligence for HR tasks such as recruitment, employee engagement, and talent management and development.

As HR professionals explore ways to weave AI into their daily operations, it’s also important to understand the ethical and legal concerns of AI adoption.

2. Data-Driven Decision-Making

HR professionals are increasingly relying on data to make informed decisions in areas such as workforce analytics, recruiting, employee performance, and strategic planning – even more so with the rise of AI. Consider providing data analytics training opportunities to help employees successfully engage and understand the results these technologies can provide.

3. Soft Skills and Emotional Intelligence

With the rise of remote work and digital collaboration, the importance of soft skills and emotional intelligence will continue to be sought after. HR professionals need to be adept at interpersonal communication, empathy, and understanding diverse perspectives – especially when so much interpersonal context is lost from behind a screen. Upskilling in these areas will be vital for effective employee relations, conflict resolution, and fostering a positive workplace culture.

4. Continuous Learning Culture

HR professionals should model and promote a culture of continuous learning within organizations. Reevaluating learning and development strategies, assessing training methodologies, and implementing ideal learning technologies will be essential to support the professional as well as personal growth of employees.

In summary, learning to utilize AI in beneficial ways, as well as upskilling across organizations, will create a mix of technical, interpersonal, and leadership skills that help employees adapt to the evolving workplace landscape and allow HR leaders to contribute to the success of organizations in highly valued ways.

Employee Well-Being

Companies are increasingly recognizing the importance of employee well-being. The employee well-being umbrella includes mental health support, work-life balance and remote work initiatives, and wellness programs, in addition to providing meaningful work and opportunities for learning and development. The expectations of employers are growing by the minute!

The top 5 ways employers can support employee well-being in the upcoming year include a combination of physical, mental, and professional support:

1. Flexible Work Arrangements

Offer flexible work hours and remote work options to accommodate diverse employee needs. A flexible work environment allows employees to better balance their professional and personal lives, reducing stress and enhancing overall well-being. To learn more, check out Gallup’s article, “The Future of the Office Has Arrived: It’s Hybrid,” as well as Techopedia’s Remote Work Predictions for 2024.

2. Mental Health Programs and Resources

Prioritize mental health by providing access to counseling services, mental health workshops, and Employee Assistance Programs (EAPs). Promote a culture of openness and destigmatize mental health issues to encourage employees to seek help when needed.

3. Professional Development Opportunities

Invest in employees’ professional growth by offering training programs, workshops, and opportunities for skill development. Providing clear pathways for career advancement and continuous learning not only enhances employees’ job satisfaction but also contributes to their overall well-being.

4. Health and Wellness Initiatives

Implement comprehensive health and wellness programs that address physical well-being. This can include fitness classes, wellness challenges, health screenings, and initiatives that promote a healthy lifestyle. Consider providing wellness benefits such as gym memberships or wellness reimbursements.

5. Regular Check-ins and Feedback

Conduct regular one-on-one check-ins between managers and employees to discuss workloads, career goals, and any challenges they may be facing. Foster open communication and create a supportive environment where employees feel comfortable sharing their concerns.

Check-ins allow for the opportunity to course-correct, as needed, and to ensure that employees have the resources they need to do their jobs successfully. In addition, providing constructive feedback and recognition for accomplishments contribute to a positive work experience.

These strategies collectively address various aspects of employee well-being, creating a holistic approach that considers both personal and professional needs. Employers need to tailor these initiatives based on their workforce’s specific characteristics and preferences, promoting a culture that values and prioritizes the well-being of employees.

Diversity, Equity, Inclusion, and Belonging

Diversity, Equity, Inclusion, and Belonging (DEI&B) initiatives are more than passing HR trends, but rather, essential for creating a workplace that is welcoming, inclusive, and representative of all individuals. In 2024, employers can take several actions to support and enhance their DEI&B efforts:

1. Establish Clear DEI&B Goals and Metrics

Clearly define and communicate DEI&B goals that align with the organization’s values and mission. We recommend using a DEI&B roadmap as you build your diversity initiatives. Establish measurable metrics to track progress and hold the company accountable for achieving diversity, equity, and inclusion objectives. Regularly assess and report on these metrics to demonstrate transparency and commitment.

2. Cultivate an Inclusive Workplace Culture

Foster a culture of inclusivity where all employees feel valued, respected, and heard. Encourage open communication, apply inclusive decision-making principles, and create platforms for employees to share their experiences and perspectives. Implement training programs to raise awareness about unconscious bias, microaggressions, and other barriers to inclusivity.

3. Diverse Hiring Practices

Implement inclusive hiring practices to attract a diverse talent pool. This includes using diverse interview panels, removing bias from job descriptions, and actively seeking candidates from underrepresented groups. Consider partnerships with organizations focused on diversity recruitment and outreach to expand your talent network.

4. Professional Development and Mentorship Programs

Provide opportunities for professional development and mentorship, particularly for employees from underrepresented groups. Establish mentorship programs that connect employees with mentors who can guide and support their career growth. Ensure that these programs are accessible and inclusive.

5. Employee Resource Groups (ERGs)

Establish or enhance Employee Resource Groups that cater to specific communities within the organization. These groups provide a platform for employees to connect, share experiences, and contribute to the development of a more inclusive workplace. Support and actively engage with ERGs to ensure their success and impact.

6. Equitable Policies and Practices

Regularly review and update policies and practices to ensure they are equitable and unbiased. This includes performance evaluation processes, promotions, and compensation structures. Strive to eliminate systemic barriers that may disproportionately affect certain groups within the organization.

DEI&B initiatives require ongoing commitment and effort. Employers should listen to the needs and concerns of their employees, continuously educate themselves and their teams, and adapt their strategies based on feedback and evolving best practices. By taking a comprehensive and proactive approach, employers can contribute to building an inclusive workplace that reflects the diversity of the global workforce.

For ideas to enhance your DEI&B programs, the Society for Human Resource Management (SHRM) offers “4 Ways to Promote Authentic DE&I Practices.”

As we stand on the brink of a new year, the field of Human Resources is on the cusp of significant transformations, mirroring the dynamic nature of the modern workplace. Employers play a pivotal role in steering organizations toward a progressive and thriving future. Recognizing our employees as the cornerstone of success, we can aspire to cultivate environments that prioritize well-being, embrace diversity and inclusion, a new digital world, and adapt to the evolving needs of our workforce.

As we navigate these HR trends and challenges, let us collectively champion a workplace culture that not only reflects the spirit of the times but fosters growth, innovation, and lasting success for individuals and organizations alike.

Thank you to Collen Mahoney, PHR, and Cassie Whitehouse, M.Ed., Senior HR Business Advisors, for contributing to this HR Question of the Week!

Need help tackling your HR Strategy for 2024? Let our team of HR experts assist in building your plans for the new year. Please visit our HR Strategy page to learn more, or simply contact us – we’d love to hear from you.

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Three Ways to Make Holidays More Inclusive

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The office holiday party is a time-honored tradition: readers of Charles Dickens’ A Christmas Carol may remember the Christmas party hosted by Ebenezer Scrooge’s old boss, Nigel Fezziwig. While the look and feel of these end-of-year holiday parties have changed since the 1840s, they remain a popular part of the American office culture.

While it’s less common today for companies to host “Christmas parties,” office festivities continue to bear the trappings of that holiday. Christmas trees, wreaths, gifts, and Santa Claus still make appearances in workplace decorations and celebrations.

Is this an issue? It depends. While some people view these symbols as more secular than religious, not everyone sees them that way. Moreover, not every person who follows a particular religion wants to see images and practices associated with their religion brought into the workplace. On the other hand, many employees welcome holiday celebrations at work that honor their own religion and those of their coworkers.

Given diverse religious views and declining rates of religiosity in the United States, employers who would like to be inclusive around the holidays may need to do more than name the year-end holiday party something neutral. Here are three steps to put you on the path toward making the holidays more inclusive.

1. Ask Your Employees What They Want

First and foremost, survey your employees to find out which holidays they would like to see observed and their thoughts on what observance in the workplace should look like. Observing a holiday doesn’t necessarily mean you’ll close up shop for the day, and you may want to make this clear to employees when asking for their preferences. When considering their suggestions, make sure you’re treating everyone equitably. Ending up with decorations related to some holidays but not others may be fine if that reflects everyone’s wishes, whereas allowing people of one religion but not another to take paid time off to attend a worship service could lead to claims of discrimination.

2. Celebrate Occasions Throughout the Year

Once you’ve found out how your employees want to observe and celebrate holidays, mark the company calendar. You might, for example, encourage employees to share how and why they observe certain holidays with colleagues on a general Slack channel or through a company newsletter. Allowing for time and space to talk about religious practices—both celebratory and somber—helps employees understand why a coworker may be fasting, lighting candles, praying during the workday, wearing special attire, or taking time away from work. Observing multiple holidays throughout the year also makes it less likely that an end-of-year party will feel exclusionary.

3. Keep Year-End Company Celebrations Separate from Holiday Observances

Even with ongoing observances, many of your employees may expect some sort of celebration in December. You can avoid people feeling excluded by focusing your celebration on the accomplishments of your employees and the company during the past year, rather than making it about the holidays.

Inclusion doesn’t take a break at the holidays. On the contrary, the holidays, whatever time of year, present a great opportunity to recognize, celebrate, have fun, and help make employees feel that they belong.

Special thanks to the Virtual HR Support Center for contributing to this Emerging Issues in HR. 

Looking for another way to make the holidays more inclusive? Give Flex Holidays a try!

At Clark Schaefer Hackett (Strategic HR’s parent company), employees are offered three “flex holidays” a year in lieu of holidays such as Christmas Eve. By providing these days to be used at the employee’s discretion, the organization is able to meet a diverse range of needs and schedules rather than prioritizing one holiday over another.

Creating a way for team members to celebrate the annual events important to them is just one way of building a strong Employee Relations function and recognizing your team’s diversity. Visit our DEIB Consulting Services page to learn how we can assist you with ideas for improving your DEI&B efforts and nurturing a positive organizational culture.

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What is HR’s Role in the Mergers & Acquisitions Process?

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Image of people working around a table with the sign "M&A" on it.

Mergers & Acquisitions (M&A) are a complicated process affecting every facet of an organization – most importantly, its people. Because employees are the key to ensuring the success of any organization, it is critical to develop a thoughtful and strategic human resources-focused approach in the M&A process. This requires HR leaders to be involved from the beginning – as Forbes reminded us of several notable failed M&A attempts when employees were not factored into the process from the start. Through early and ongoing inclusion in the M&A evaluation, planning, and integration process, human resources can play an important role in strategic planning, change management, effective internal communication, and cultivating/transitioning culture.

HR’s Role in the Five Phases of M&A

We have found that most mergers and acquisitions include the following five phases, and we have identified how HR professionals can and should play a role in each phase to result in a successful merger.

Phase 1: M&A Evaluation

The first step in the M&A process is for the interested parties to start discussing the possible merger or acquisition. The name of the game here is discretion. Due to the sensitive nature of M&As and the data that will be shared, both parties will need to sign non-disclosure agreements (NDAs) to ensure that no information is leaked before the appropriate time.

These preliminary talks are often highly secretive because they may/may not lead to a merger, so there is no need to cause alarm. Although the level of confidentiality that’s needed can vary, its importance is heightened if either party is publicly traded. It’s critical for HR to be involved early to understand the HR landscape at a high level, including information such as the number of employees and managers, locations, whether or not a union will be involved, etc.

Phase 2: Third Party Engagement

Third parties help both the buyer and seller navigate the process. These third parties are usually lawyers, accountants, investment bankers, financial planners, business coaches, or M&A advisors. These individuals will be involved in the development of the structure and content of the legal agreement.

A merger or acquisition can happen quickly or take months. Although the timing varies, it is not too early for HR to start looking into what management changes need to take place when this deal closes, potential cultural problems, redundancy issues, and what key employees need to be retained. Having thought through these issues early in the process will improve the outcome.

Phase 3: Prep Time and Due Diligence

In this preparatory phase, HR should become even more involved. Initially, as an HR expert, you will want to get as much information as you can from the seller to begin your analysis. This information is usually provided in a secure data room and may be provided in general terms without any names, but it will give you an idea of the “HR side” of the organization. This could include:

  • Leadership compensation
  • Organization chart
  • NDAs
  • Employment agreements
  • Payroll records
  • Benefits that are offered, including 401k/retirement, compliance with ERISA, carriers for the plans, costs, last 2 years’ data
  • Pending legal issues
  • Financial documentation

At this point, the parties will sign a letter of intent signaling that they are all in agreement with the business framework for the deal. Now the due diligence begins. All documents are carefully reviewed by HR and finance to ensure that there are no unexpected surprises that could derail the deal.

Phase 4: The Agreement

In this phase, the finer details and price become the top focus. There are books written about how valuation is calculated in various industries, so we won’t go into that here. The most important thing is that both parties will come to an agreement on the price and legal documents will be drawn up. Be aware that negotiating the finer details of the acquisition may take longer than you would think.

Once the agreement is reached, there are some filings that need to be completed including with the secretary of state, tax documents, workers’ compensation, and other government bodies who will need to be notified of the event. At this point, the information will soon be public, and you should have a communication plan ready.

Once everything is signed, the integration of the two entities begins and management and HR must now bring the two workforces together.

Phase 5: Integration

HR is now tasked with ensuring the new company is fully integrated. The integration phase includes:

  • Communication strategy
  • Combining the organizations and cultures
  • Determining redundancies
  • Formulating strategy
  • Ensuring the retention of staff

The “people” side of the acquisition is extremely critical at this point. HR must find ways to retain key employees and keep employees engaged.

How HR Can Ensure Successful Integration

To weave together a new organization, HR will need to keep an eye on many different threads – first among those is culture. Cultural compatibility issues often arise when bringing together two or more organizations in the M&A process. The M&A integration always has a degree of misalignment, regardless of the perceived similarity between the two organizations. Cultural alignment has been identified as the top challenge in M&A transactions, therefore we recommend HR professionals be prepared to address it early on.

Additional areas of focus, as reflected in the diagram below, include combining policies and procedures, identifying and retaining key employees, conducting talent assessments, combining compensation and benefits, and implementing a well-developed communication strategy.

IMAGE - M&A Integration Chart

Identifying and Retaining Key Employees

Retention of key employees will be critical to the success of the M&A. To retain key talent that will help make the new organization successful, HR and/or management should communicate its intentions to the “star performers” as early in the process as is legally possible to help ensure retention. This will involve requesting access to conduct confidential interviews with key employees in advance of the actual closing date.

HR should advise management to be very careful not to under-commit to these key employees, or they will consider other employment options. Star performers know who they are and understand their personal and professional marketability.

Combining Policies and Procedures

HR will need to look at the policies of both organizations and consider how to handle the differences. You may choose to retain only the buyer’s or seller’s policies or combine the best pieces from both organizations. You will also need to determine how to handle any changes that would cause employees to have less than what they currently have (i.e., PTO, cell phone, etc.). In the end, you may decide to grandfather those items or provide compensation.

Conducting Talent Assessments

HR will need to identify and manage redundancies and reductions. Be prepared to allocate a significant amount of time to assess employee knowledge, skills, and abilities (KSAs) to determine which individuals will be retained and who will be let go. Your strategy may include terminations, early retirements, and a longer-term plan to simply not fill certain positions as they are vacated. A careful strategic approach will be key here – the ways in which these talent management decisions are made will be as important as the actual decisions themselves, as they’ll communicate a great deal about the new organization’s values.

Tips on how to approach talent assessments:

Go through your organizational chart and identify key people. Don’t limit yourself. Consider everyone, not just management. For example, are there key people in your hourly staff?

For each key employee provide:

  • A short summary of their main responsibilities
  • Years of service, specific experience, and retention risk estimate
  • Criticality of the role/employee for the continuation of business and operations
  • Any specific agreements with the employee not included in the data provided (i.e., education, training, bonus, perks)
  • Development ambition/potential for next steps or succession candidate for other roles within the company
  • Other comments to be highlighted by management

You may find a 9-box tool to be helpful in this analysis.

Combining Compensation & Benefits

Depending on the circumstances of the deal – and the compensation policies of the combining companies – HR will likely be called on to splice disparate payment plans into a compensation program that fits the new organization.

It goes without saying that all employees, new and old, will be concerned about what is happening with their pay. Be sure to provide full and early disclosure about the changes being considered to put their minds to rest. Also, members of the senior management team will be anxious to see what types of special arrangements (i.e., stock options, special retirement provisions, severance agreements) will be offered to them given the high-profile nature of the new positions.

In addition to developing compensation programs, HR will likely be required to assess and make recommendations on employee benefits. You can follow a similar process to how you combined policies and procedures for the organization by retaining only the buyer’s or seller’s benefits or combining the best pieces from both organizations. You should also decide if there are any options for which you choose to grandfather in or compensate.

Similar to compensation, employees are sure to be concerned about possible changes to their employee benefits coverage and will want to be informed about “the new package” as soon as that information is available.

Implementing a Well-Developed Communication Strategy

Having a well-planned communication strategy in place is critical throughout the M&A process. It is important to control the message, delivery, and timing, especially when it comes to who gets the information first (i.e., employees, clients, media, investors). When preparing your communication strategy for employees, HR and company leaders should use a concise people-related strategy.

You should include:

  1. The shared vision for the new company
  2. The nature and progress of the integration and the anticipated benefits
  3. The outcomes and rough timelines for future decisions
  4. Compensation and benefits
  5. Key policies, rules, and guidelines to govern employee behavior and related workplace expectations (i.e., attendance, time off, harassment, drug testing, privacy, etc.)

Communicating clear, consistent, and up-to-date information not only will give employees from both organizations a sense of control by keeping them informed, but it also can increase the coping abilities of employees and minimize the impact of the integration on performance.

Five Tips for a Successful Communication Program:

  1. Establish multiple routes of communication (i.e., one-on-one meetings, group sessions, newsletters, intranet updates).
  2. Focus on the themes of change and progress by highlighting projects that are going well and action items that are being delivered on time.
  3. Repeat the common themes of the M&A to increase employee understanding of the rationale behind the transaction.
  4. Provide opportunities for employee involvement and feedback.
  5. Ensure that employees understand there will be problems, but give a commitment that the problems will be identified and addressed as early as possible.

The Importance of Transparency and Compassion

The success of your integration hinges on how your restructuring is implemented. As a result, the highest priority for the acquiring company is to be transparent and straightforward about what is happening and what is planned. Even when the news is bad, the one thing employees of newly acquired companies appreciate most is the truth. This includes being able to say “we don’t know” about certain areas or “we have not yet decided” about others. Being honest also includes sharing information about when and by what process a decision is expected to be reached.

Once decisions are made about functions and people, HR and company leaders must treat those employees who will be negatively affected by the transaction with dignity, respect, and support. Not only is this approach the humane thing to do, but it also is a powerful way to show those who remain what kind of company they are now working for and can help them to begin to develop positive feelings toward the new organization.

Thank you to Cecilia Vocke, MS, SHRM-SCP, SPHR, Senior HR Business Advisor for contributing to this Emerging Issues in HR.

Ensuring that your HR Strategy aligns with your Company Strategy is critical to the success of your organization. Clark Schaefer Strategic HR has years of experience helping clients develop and implement their HR strategy and goals. Visit our HR Strategy Services to learn more about how we can help to assess your organizational design and HR processes to effectively plan for the future.

Four Tips for a Successful Coaching Session

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HR Question:

I’m a new supervisor, and one of my team members has been having some performance issues on the job. It’s up to me to coach them, but this is new territory for me. How can I make sure that we both have a successful coaching session?

HR Answer:

Coaching, when delivered poorly, can be uncomfortable and result in more conflict than necessary. But effective coaching, when delivered in a thoughtful and professional way, can improve job performance as well as job satisfaction and commitment – feelings that are crucial to retaining talent in today’s market.

Coaching is important for a number of reasons including:

  • It allows you to improve or correct behavior. Good and effective coaching allows you to steer employees in the right direction before they get too far off track.
  • It can build positive rapport between leaders and team members. Studies show that poor leaders are one of the most common reasons employees leave an organization. Engaging with your team members, building rapport, and showing a genuine commitment to their growth, development, and overall success can go a long way in retaining your talent.
  • It is a teaching opportunity. Coaching should not be approached as a punitive experience, rather it should be driven by the goal of helping employees to learn and develop skills or behaviors that result in positive outcomes. If you create a team environment that values and rewards individual growth and development, your employees are more likely to be growth-focused and open to coaching opportunities.
  • Coaching one employee can help to retain many. Providing effective coaching for one employee not only helps them to improve, but it can also help your whole team. For example, if you help one employee to modify their approach or behavior that impacts others on the team, your efforts can result in better team relations and a more productive work environment overall.

Your ability to lead effective coaching sessions can be integral to the success and retention of your team, so you will want to take the right approach. Below are four tips on how to facilitate a successful coaching session.

1. Deliver Coaching One-on-One

For the best results and individual growth, coaching should be delivered one-on-one. Coaching to the individual, rather than a group, can help the employee feel respected and valued. We also recommend addressing opportunities for growth or behavior modification in a timely fashion so you can help to set the employee on a better course as soon as possible. This also allows you to strengthen individual employee engagement and morale. One-on-one conversations can give you an opportunity to get to know employees better – such as their styles of work, their goals, or what motivates them.

2. Make it a Conversation

Coaching should not be an intimidating, formal process of criticism. Rather, it can (and many times, should) be an informal process that can happen naturally in the moment. If the issue continues without improvement, then you can implement a more formal process to address it.

Successful coaching should be motivational and in the best instances, lay the foundation for a positive relationship if the feedback is delivered with concern, care, and the person’s best interests at heart. Approaching coaching as a conversation can improve relationships as it feels more collaborative and more open for discussions rather than telling and demanding.

A common mistake some supervisors and managers make in coaching is assuming that they know what the problem is. For example, what if you have a team member who has consistently been late? Rather than assuming the person is too lazy to get up on time, try sitting down together to understand the root of the issue. By having a conversation, you might find out that it’s not a matter of motivation. Instead, it’s because the first bus of the day gets them to work 5 minutes early – but only if it is running on time. Through this conversation, you can understand the root cause of the problem and then set reasonable goals together.

3. Set Attainable Goals

You might associate goal setting with formal performance reviews or other milestones throughout the year. But coaching conversations provide opportunities to set smaller, attainable goals together to show the impact that small changes can make throughout the year. During your coaching conversation, review the playing field and find small goals that could make a positive impact toward a larger, positive change. For example, as in the situation above, perhaps you could consider pushing the person’s start time back by half an hour (making allowances for the bus schedule) to increase on-time attendance for the rest of the month.

Have the conversation together, agree on the desired outcome, and once those goals are set, encourage and provide positive feedback. Don’t just “set it and forget it,” but help the team member problem solve and adjust if necessary.

4. Celebrate!

Review the progress regularly and CELEBRATE. Progress made toward goals often goes uncelebrated and unrecognized. Bringing positive attention toward positive steps forward can encourage and motivate team members.

Coaching takes time and effort. While it would be easier to just let things slide – immediately recognizing and addressing a coaching moment can make a positive impact on an individual and a team’s overall performance.

Thanks to Cecilia Vocke, MS, SHRM-SCP, SPHR for contributing to this edition of our HR Question of the Week. 

Are you looking for a retention method that will also bolster your productivity levels and bottom line? Let Clark Schaefer Strategic HR help create and implement your ideal retention strategy via training and development. Visit our Training and Development page to learn how we can help you implement a successful training session.

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Tips For How To Have Difficult Conversations With Employees

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HR Question:

Each time I take on a new role managing staff, I find myself needing to have difficult conversations with employees about sensitive issues. I’ve had to deal with hygiene issues, someone who wore too much perfume, and even someone who wore an unsightly shirt every single day. What is the best way to deal with these issues and talk with employees about these sensitive topics that are impacting others?

HR Answer:

Most business leaders will tell you that having difficult conversations with employees is one of the most challenging aspects of their leadership position. Whether it’s a team member with a notable hygiene issue or a co-worker with an exceptionally sensitive sense of smell, these interpersonal issues are disruptive to business, and we all wish they would just disappear!

It’s human nature to want to avoid that which we find unpleasant, and most of us would rather have a root canal than have a discussion about another person’s body odor. Great leaders understand that avoidance fosters a culture where issues are allowed to become toxic and spread, potentially impacting the entire team. To truly create change, it is important to be sensitive to the concerns of the individuals involved and handle the difficult conversation with a calm professional demeanor.

Build Trust From the Beginning

The best preparation begins long before the sensitive problem even occurs! Building trusting relationships with your team members early on will make difficult conversations less awkward and more productive.

One way to build trust and establish open lines of communication with your employees is to hold frequent and regularly scheduled one-on-one conversations with them. As an additional benefit, maintaining regular communication with your team members may allow you an opportunity to identify potential areas for concern and proactively address these situations before they escalate into a more serious problem.

How to Prepare for Difficult Conversations with Employees

When a sensitive problem does occur and a tough conversation is warranted, you should address the issue promptly, yet also take the time to fully evaluate the situation and properly prepare for the conversation. Review the details and facts as you are aware of them with the understanding that there is likely more to the story that you will need to uncover in your discussion with the employee.

Also, find the right words to tactfully address the concerns that have been raised and brainstorm potential responses and solutions ahead of the meeting. Approach the conversation from a place of empathy and avoid making assumptions as to the root of the problem.

Suggestions on how to have a respectful and productive discussion:

  1. Make sure the employee knows it is not a disciplinary meeting but rather a coaching conversation.
  2. Meet with the employee in a private location without interruptions where you can explain the problem and how it affects the workplace. Have items such as water and facial tissues available if needed.
  3. Allow the employee to lead the conversation which may result in an apology, learning they were not aware of the situation, or possibly a personal discussion as to why the person is having the issue.
  4. Be open to the possibility that the employee may have a disability or religious or cultural factors that are impacting the situation at hand (hygiene, for example).
  5. If they aren’t readily forthcoming in your conversation, try to understand the root of the issue by gently guiding them and allowing them plenty of time to open up.
  6. Holding the meeting at the end of the day may be best as it will allow the employee to leave immediately afterward.
  7. Be compassionate and focus on the company’s future expectations.
  8. Emotions may run high. If it seems the employee is struggling with the information, allow the employee time to process the information on their own. Offer to have a follow up meeting to continue the discussion once they have had time to think about it.

Don’t Fall Into These Complaint Pitfalls

While it is vital for managers to proactively address these issues, it is also important to do so without jumping to conclusions. It must be noted that it is not always the subject of the complaint that needs to be addressed. Be careful when handling issues to ensure that there is validity to the complaint and that it wasn’t a result of one overly sensitive employee, or worse yet – a bully.

Additionally, don’t allow employees to play what Marlene Chism calls “Power of Attorney” by bringing complaints on behalf of others. Ensure that complaints are brought to you by the party involved and avoid falling into secret conversations and gossip with complainers.

You may also find that negative employees can spread negativity resulting in a detrimental impact on the morale, productivity, and profitability of your team. Sometimes the difficult conversation needs to be with the chronic complainer who may allow their own personality flaws to lead to frequent complaints about their co-workers.

Although having difficult conversations with your employees is not likely to be your favorite part of your job, they can be critical to ensure the productivity, health, and well-being of your team. If you can go into the uncomfortable discussions with a professional and development-focused approach, often you can solve issues while also building trust and respect with your employees.

Thank you to Colleen Mahoney, PHR for contributing to this HR Question of the Week.

 

Communication often seems like a “no-brainer,” until you have a difficult or complex message to deliver. HOW you communicate is often as important as WHAT you communicate when it comes to getting results! Strategic HR has years of experience preparing HR communications for a variety of audiences and topics. Visit our HR Communications page to learn how we can assist you with your HR communications needs.

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How Can We Make DE&I Programs More Effective?

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Diversity, Equity, & Inclusion programs (DE&I programs) that create a culture of inclusivity are key to attracting top talent, retaining employees, and developing an engaged and highly productive workforce.

The significance of Diversity, Equity, & Inclusion within the workplace is not a new concept. However, a growing number of businesses are researching and implementing these programs in an attempt to fix a multitude of issues, many of which have become more visible and prevalent in a post-COVID world. But not all programs have been received with equal enthusiasm. In fact, some DE&I programs have lacked the necessary support, failing from the start or long before positive impacts could come about.

Research from McKinsey and Co. has shown that companies with a more diverse workforce and leadership team are overall more profitable than their peers that are not. There are many factors that lead to this growth in revenue. Applicants are looking for a strong company culture to work in that values people and how employees contribute to a company’s success. This drives top talent to companies with well-developed inclusive cultures and improves retention amongst current staff. An engaged workforce tends to be more productive, and higher productivity generally means higher profitability. So, how have these organizations created such engaging and impactful DE&I programs, and how can you achieve similar results? In this article, we will highlight a few key foundational components that are critical to the success of any DE&I program.

Don’t Say It If You Don’t Mean It

Sincerity of purpose of a DE&I program from top leadership down is imperative for positive outcomes to occur. DE&I initiatives and the meaning and integrity behind them can be considered deeply personal, especially for employees that have been impacted by discrimination or microaggressions in the past. Employees expect leadership to be leading meaningful change by cultivating a culture of inclusivity, and not just bringing up the topic as a talking point.

This requires a certain level of participation by leadership and can be manifested in many different ways including:

  • Developing, distributing, and living inclusive cultural values
  • Updating policies to be more inclusive (e.g., Juneteenth as a holiday, adding paid parental leave, updating anti-harassment policies)
  • Confronting unconscious bias
  • Holding people accountable for poor behavior
  • Creating a mentorship program specifically for underserved groups
  • Leading by example in words and action
  • Giving positive recognition when successes are achieved

Put Your Money Where Your Programs Are

No corporate program can succeed without business leaders’ and departments’ time, effort, and funding. This means consistent efforts, such as monthly speakers, regular workshops, community partnerships, and more. The most engaging DE&I initiatives with long-term positive impacts do cost time and money – time for your employees to coordinate and/or go through planned experiences; money to support training, marketing efforts, and partnerships; and time off to volunteer and make an impact in the community around your organization. With these efforts working to strengthen your organizational culture, it is time and money well spent.

Move Forward with Purpose and Measureable Outcomes

As with any strategic level project, having a well-defined implementation plan is key. To do so requires careful planning and the development of strategic goals that are clearly defined with measurable outcomes and target achievement dates. Once these goals have been agreed upon, assign specific objectives to groups within the organization. Leadership will be responsible for the overall direction of the DE&I roadmap of goals; however, everyone in the company can have a task assigned to meet specific aspects and have it tied to their performance metrics (e.g.,  Setting goals for hiring managers to interview diverse talent pools).

Also, ensure that the appropriate measurement tools are in place to track the progress to date. Many HRIS platforms allow for several important DE&I metrics to be recorded.

Leadership should communicate the goals to all employees within the organization, as well as the progress that is made every quarter. This communication and commitment to achieving the goals can increase engagement levels. In addition, having leaders advocating for diversity will assist in achieving these organization-wide goals – especially regarding recruiting and retention.

Ultimately, sincerity of purpose and strategic implementation are imperative to a successful DE&I program. Creating a culture of inclusivity takes time and consistent effort in order to have a meaningful, long-term, and sustained impact. By continuing to educate others and developing a psychologically safe space for everyone to work in, a business can feel the positive effects of higher productivity, retention, growth, and engagement.

Special thanks to Mary Mitchell, MBA, SPHR, CHRS for contributing to this edition of our Emerging Issues in HR!

Maintaining a productive, inclusive, and safe workplace is critical to the success of any organization, and incorporating effective Diversity, Equity, and Inclusion programs and initiatives is a necessary component.  Learn more about how we can help you with DEIB programming to nurture your organization’s culture by visiting our DEIB Consulting Services page or Contact Us for help today.

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How Can I Prevent Unethical Behavior On My Team?

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HR Question:

I’m a new supervisor. Now that I have oversight of my team, I know it’s my responsibility to keep an eye out for unethical behavior. But what does that behavior look like? How can I prevent unethical conduct on my team?

HR Answer:

Ethics in the workplace can be a broad and, at times, intangible concept. At its root, unethical business practices include any behavior that violates the law, such as theft or violence, but can also include areas that are broader and more nebulous. According to The HR Digest, the five most common examples of unethical behaviors are:

  • Employee theft. In 2012, one out of every forty employees was caught stealing from the workplace.
  • Misusing company time. This may include an employee who spends the entire morning placing orders on Cyber Monday or a co-worker who clocks in for an employee who shows up late.
  • Verbal abuse. This can include bullying co-workers or subordinates or harassing employees.
  • Lying in the workplace. An example could be a sales employee who tells customers that a defective product has a flawless reliability record.
  • Taking credit for someone else’s work. This could be an employee who takes credit for a co-worker’s idea for a process improvement and receives a bonus for a job well done.

Is Unethical Behavior Really That Common?

Studies suggest that unethical behavior is something that all managers must confront at some point in their careers. To illustrate this point, in HR Ethical Dilemmas by the Society for Human Resources Management, 30% of surveyed U.S. employees said they felt pressured to compromise their workplace’s ethics, a 14% increase from three years earlier. Almost half of those employees surveyed said they observed misconduct that violated their organization’s ethics standards.

The risks of unethical behavior in business can be devastating. For instance, bad corporate behavior can lead to the loss of valued employees and can discourage new recruits from applying. Employees want to work for a company that has values that align with their own personal values. They’re even willing to take a pay cut for it, as evidenced by MetLife’s recent study that found 89% of employees are willing to trade some of their salary (an average of a 21% pay cut) to work at a company whose values match their own.

But the impact isn’t just felt internally, as customers’ decisions can also be impacted by unethical behavior. According to Accenture’s Global Consumer Pulse Research, 62% of consumers consider a company’s ethical values and authenticity before making their purchasing decisions. Finally, unethical behavior can carry with it legal risk, resulting in fines, penalties, and even incarceration.

How Can a Company Prevent Unethical Behavior?

Companies can take steps to prevent unethical and unlawful behavior. This includes the following steps:

  • Establish a Code of Conduct. Business leaders, including HR, must establish clear statements that define a company’s values, principles, and conduct.
  • Train every employee on the company’s values, principles, and code of conduct. Training should be done in a way that helps each employee to see how their work and behavior support these principles.
  • Establish a means for reporting unethical behavior. One of the most effective ways of enabling employees to report workplace ethics violations is to establish a 24/7 hotline that allows employees to report concerns anonymously and without retaliation. Those staffing the hotline should be a third-party, or employees who are removed from operational management. Concerns should be reported directly and confidentially to a senior executive or, in some cases, to a designated Board member.
  • Include a question on business ethics in your employee engagement surveys. If employees respond less than favorably to this question, find out why through focus groups or department meetings.
  • Share your Code of Conduct with your clients and suppliers. Let them know the company will abide by the Code while working with them. Provide them with a means to share feedback on any concerns regarding business ethics while working with the company.

As a supervisor, it goes without saying that your team is likely to emulate the behavior that you model. Therefore, it is important that you uphold the company’s values and Code of Conduct in your own behavior and ensure that your team members receive the appropriate training and understand the ethical standards they are expected to maintain.

 

Special thanks to Terry Wilson, SHRM, SPHR-SCP for writing this edition of our HR Question of the Week!  

Have a new supervisor on your team? Put them on the road to success by signing them up for our Supervisor Training Series! Visit our Training and Development page to learn how we can help your management team to get off to the right start.

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How Can You Teach a Manager to be a Good Listener?

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HR Question:

I’ve received a couple of complaints about one of our managers because he is quick to jump to conclusions and doesn’t listen well to his team. I want to provide him with some coaching on active listening. Can you offer suggestions on how to teach him to be a good listener?

HR Answer:

How many times have you walked away from a conversation with someone, whether it was your boss, co-worker, friend, or family member, saying “they just don’t listen to what I am saying!”? This is a common frustration for many, and it happens for a variety of reasons. Whatever the reason, it causes dissatisfaction and can lead to hurt feelings or feelings of distrust.

Listening is a leadership skill that is rarely taught, yet it is a critical one for managers. And listening is getting more challenging in the world of remote employees, remote customers, and remote meetings. In more than thirty leadership and HR articles published on our website alone, listening is cited as an important component in the advice, training, or program being recommended. So, as you look to provide active listening coaching, you want to help the manager to understand both why it is important and how to become a better listener.

Why Listening Skills Matter

The ability to make others feel valued for their contributions to a project, a team, or an organization as a whole is a reflection of an effective leader. Being a good listener and ensuring that employees feel heard is essential in developing trust, respect, and loyalty.

In a recent Fast Company article discussing the science behind how to become a better listener, Dr. Tomas Chamorro-Premuzic, professor of business psychology at Columbia University, shared that “how well and frequently you listen to others is a better predictor of your leadership potential than your actual intelligence or personality.” He also shared that people who are good at listening are better performers, have a high level of well-being, and have more meaningful and fulfilling relationships.

So, it doesn’t matter if someone is the smartest person in the room… if they’re not a good listener, they will struggle to develop the relationships that are necessary to be a great leader and manager.

How to Improve Listening Skills

How can someone become a better listener? Both Fast Company and the Harvard Business Review dive into science-based, specific steps on how to become a better listener. To break down their suggestions to the barest components, both sources recommend these basic essential steps:

  1. Be Quiet
  2. Listen
  3. Repeat

Sounds easy, right? But what do each of those steps really entail? To implement them correctly, you must:

  • Focus all of your attention on the other person. Stop what you are doing with your computer, phone, or even distracting thoughts from a previous conversation running through your head. Use all of your senses to focus on what the person in front of you (in person or on-screen) is saying.
  • Use non-verbal cues to communicate that you are listening, like making eye contact and nodding your head. Also, pay attention to the speaker’s non-verbal clues to see if they are congruent with the words they are saying.
  • Remain calm and control any emotional response you have to what they are saying. Allow them to finish their statements before you say anything in response, and do not plan your response in your head while they are still talking. Listen to everything they have to say first.
  • Restate the last few words they said, and clarify what you believe they were saying. Ask follow-up questions. If the person’s words do not match the non-verbal signs the speaker is giving, carefully inquire about the differences.
  • Finally, make sure you understand why they shared this message with you, and if you do not, then ask. A good listener seeks to understand the speaker’s intent, i.e., were they just venting, were they sharing an accomplishment and they need praise, or do they expect you to take some action as a result of what they shared?

Active Listening Enhances Your Professional and Personal Life

It takes practice to be a good listener. It may come more naturally for some than others, but it is a skill that everyone can develop. As you work on finetuning the skill, ask for feedback about how well you listen… and listen to the response! Listening is a skill that will not only enhance your communication and leadership at work, but it’s valuable in your personal life as well. Working on your active listening skills will be time well spent – your employees, friends, and family will appreciate your efforts.

Thank you to Lorrie Diaz, MS, for contributing to this HR Question of the Week.

Carefully choosing the right words and the best approach can make the difference between achieving your goals or having your efforts go awry. Managing your HR Communications doesn’t have to be hard – as long as you have the right tools and training. Learn more about how Strategic HR can help with your HR Communications or contact us about your needs.

 

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What the Generations Want at Work – Part 2: Insights for HR, Managers, & Teams

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Essential Leadership Attributes For Success

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The demand for stellar leadership is at the forefront of every business across all industries. The workplace climate has drastically changed requiring leaders to not only focus their time and attention on the success of their core business but also to provide strategic leadership and support to their employees. Leaders must be positioned with the right leader attributes and competencies to lead in an environment that requires constant re-evaluation and change. They must also meet the needs of employees who have new expectations for personal needs, development, inclusion, and more. In this article, we discuss the demand for new mindsets and how leadership must adapt to drive organizational success in the coming year.

Developing a Culture by Design

Leaders drive culture. Creating a positive culture by design is paramount versus allowing a culture to be formed at the water cooler. This includes living out a true mission, vision, and values with integrity as a central component of your business ethos. In Deloitte’s annual study of human capital trends, culture is consistently ranked among the top three most important issues for senior leadership. Bottom line, leaders must drive a well-planned culture in order to cultivate critically essential high-performance teams.

There are multiple books written on the subject of organizational culture, but one that I’ve found to be helpful with practical advice and direction is Culture by Design: 8 simple steps to drive better individual and organizational performance by David Friedman.

How Do Leaders Impact the Bottom Line?

Leadership drives engagement and retention rates. According to The Employee Engagement Group, 60% of disengaged employees are open to new jobs; but even more alarming, about 40% of non-engaged employees will actually STAY! Much of the disengagement is attributed to poor management and/or a toxic work environment. Turnover costs may accumulate to as much as 20%-40% of an employee’s annual salary. In reality, one employee making $80,000 per year can cost employers $16,000-$32,000 to replace. Leaders must have the ability and foresight to assess engagement on an ongoing basis and to make course corrections if/when needed.

What are the Key Attributes for Success?

Leadership starts with caring and empathy – seeing employees as people first and as employees second. Showing genuine care and commitment to your employees’ well-being builds trust and establishes mutual relationships. The need for servant leadership has not diminished, and leaders must ensure that leading with their heart as well as their head is the normal practice.

Humility can be a superpower in leadership. Authentic leaders admit mistakes, give credit where it’s due, and remain coachable. They provide inclusion and ensure all voices are heard knowing that while they are at the top of the hierarchy, those on the ground often have relevant knowledge and innovative ideas unknown at the management level.

Curiosity, emotional intelligence, and effective collaboration can’t be omitted from the list of key leader attributes. Asking why, how, and what-if questions urge employees to think deeper and speculate about possibilities. Holding people accountable, yet doing so without harsh condemnation, ensures employees are supported if they try and fail. And lastly, collaboration must be fostered to ensure each individual, regardless of their style/personality, are comfortable bringing their input to the table.

Tactics for Developing Leader Attributes

The 70-20-10 rule reveals that individuals tend to learn 70% of their knowledge from challenging experiences and assignments, 20% from developmental relationships, and 10% from coursework and training. If you’re building leaders, stretch assignments provide opportunities for new leaders to learn and grow to help them to experience firsthand what works and what needs further improvement.

Job rotations are effective in growing knowledge and perspective. Rotating a potential leader into a different department or job function can expand their practical and context knowledge of your business. It can help them to further hone their strengths while also providing them with a different perspective that benefits them now and in the future.

Situational-based questions can be designed to push potential leaders outside their comfort zone and to promote more extensive strategic thinking. It may also allow them an opportunity to insert or leverage their own personal style.

Use your most efficacious team members to serve as mentors. Select someone within the organization that can help the prospective leader to see the company and its employees from a different angle. Remember, your leaders are human too and often require the same support they are providing their teams.

What Leaders Need to Unlearn/Change

Strategic planning continues to be a business essential and best practice. However, with uncertainty in economics, politics, pandemic impacts, etc., scenario planning provides an alternative contingency. Annual plans are typically rather concrete. Scenario planning is when employers make plans that enable them to be prepared in many scenarios. “If this happens, then that” planning. This serves as a live and ongoing process of checking the operating plans for current relevancy.

Leaders should consider long-term business shifts to determine which changes that are in place now will transition into being permanent and how to adapt. Examples are remote work and the discovery that an office facility is no longer a necessity to run an organization.

Another significant change for leaders is operating in an environment that drives decisions with the use of artificial intelligence and technology. Data-driven decisions are based on factual statistics as long as the “data in” is credible. Automated tasks can make decision-making easier and also free up leaders to focus on other aspects of human capital and the overall business. The most effective leaders will ensure they are optimizing their use of technology so they can focus more of their time on areas that require a human touch.

Future Forward

Navigating toward future success may require leaders to make bold moves. Combat old habits; banish outdated and ill-informed ways of thinking; drive disengaging and toxic behavior from your business. Even if that means displacing a top leader who is not willing to represent the best interests of the organization both excellently, empathetically, and unselfishly. But it doesn’t stop there. Remember that people are human. Leaders must over-communicate, develop strong and lasting relationships built on trust and transparency, and provide recognition. Always catch individuals and teams “doing something right.” The best leaders of tomorrow will be those who help their businesses thrive while helping their employees to do the same.

 

Thank you to Angela Dunaway, SPHR-SHRM-CP for contributing to this edition of Emerging Issues in HR.

 

Are challenges with leadership or organizational culture getting in the way of your company’s success? We can help you to identify your strengths and areas for potential improvement as well as provide the support, coaching, and training needed to ensure that you are positioned for success. Learn more about our Training & Development Services or Contact Us to discuss how we can help you.

 

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How Can Managers Assess Their Impact on Retention?

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HR Question:

I’ve heard the saying – “people don’t leave companies, they leave managers.” I recognize my managers can play a key role in the success of my organization, but how do we assess our manager’s impact on retention in our organization?

HR Answer:

As employers continue to wrestle with the challenges of attracting and hiring staff amid low unemployment numbers and continued COVID concerns, many organizations may feel the pressure to re-invigorate and re-evaluate their engagement and retention strategies in order to keep the talent they have on staff. To do so, companies are looking inward to assess their managers first and foremost.

In her article, 20 Employee Engagement Ideas That Work, Kiely Kuligowski explains that “today’s employees are no longer interested in just showing up, performing their tasks and going home – they want to be invested in and enthusiastic about their work, and to feel connected to and valued by their company.” Unfortunately, further research from Gallup has shown that only 36% of employees feel that sense of “engagement” at work. And to take it a step further, managers can account for up to 70% of the variance in employee engagement and can adversely or positively impact employees’ commitment to their work and the company.

You’re right…we do often hear the saying, “people don’t leave companies, they leave managers.” So, in this period of heightened focus on retention, how can companies empower their individual managers to boost employee engagement?

One simple action is to consider incorporating an Engagement Self-Assessment and Action Planning worksheet. By guiding managers through a self-assessment of high-impact engagement drivers, managers have the opportunity to reflect on their contributions to the retention of their employees, while sharing additional ideas and strategies that they may not have incorporated in their management style in the past.

Want a copy of our Manager’s Engagement Self-Assessment Worksheet?

Download it here!

Managers can consider incorporating these high-impact engagement drivers into their management approaches in order to further improve their team’s retention.

Clarify performance expectations

By identifying key performance expectations for individuals, team members can feel confident in knowing how their performance will be assessed. Further, by communicating and reaching an agreement on expectations, employees will feel empowered that they have a say in how their role is measured.

Provide fair and accurate informal feedback

Ongoing feedback, particularly in an informal setting, can help correct and reinforce the behaviors managers need from their employees, without the stress and pressure of a formal review. Keeping it fair and in line with the agreed-upon performance expectations can help remove feelings of discontent or inequity across team members.

Emphasize employee strengths in discussions and performance reviews

For many employees, hearing their individual strengths recognized and emphasized in conversation can be an uplifting and encouraging moment. By consciously identifying and communicating those strengths, it can improve morale while both correcting and reinforcing behavior.

Leverage employee “fit” and motivation

Create an environment that motivates and finds the intersection between what the business needs and the employee’s strengths and interests.

Help build problem-solving capacity and provide solutions to day-to-day challenges

Challenge and coach employees to solve problems. By empowering employees to meet future challenges, managers can help to break down barriers that could prevent success.

Amplify the good and filter the bad

Emotions and tensions are running high. Managers can help to manage the employees’ perception of the company by focusing on what is going right and the positive aspects of the culture. That doesn’t mean ignoring the “bad,” however. Honestly communicate challenges and discuss possible solutions to lean into transparency for your employees.

Connect employees with the organization and its success

Provide context and help communicate how an employee’s work connects to the company goals, and how their hard work contributes to the success of the business.

Instill a performance culture

Hold employees accountable to meet performance expectations; follow up and address any performance issues quickly and fairly.

Connect employees with talented co-workers

Help employees get exposure to other talented employees and build internal networks that help them to learn new skills and perspectives, complete projects, stay informed, and develop new ideas.

Demonstrate a “credible commitment” to employee development

Be sure to follow through on development plans intentions. Use stretch assignments to encourage growth and new skills in your team members – emphasize that growth and development occurs every day, not just through formal training.  Encourage participation in webinars and brown bag sessions.

For more support, download our Manager’s Engagement Self-Assessment Worksheet today!

Do you need more information or training on the strategies outlined in the engagement assessment? We’re happy to help! We can partner with you to bolster your Employee Relations efforts, developing an engagement and retention strategy to help you maintain your most important resource – your people.

The information provided on this website does not, and is not intended to, constitute legal advice; instead, all information, content, and materials available on this site are for general informational purposes only. Readers of this website should contact their attorney to obtain advice about their particular situation and relevant jurisdiction. This website contains links to other third-party websites. These links are only for the convenience of the reader, user or browser; Strategic HR does not recommend or endorse the contents of the third-party sites.

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How Do I Manage a Disrespectful Employee?

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Strategies for Managing Change in Your Organization

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Change – it impacts us at work and in our personal lives. Sometimes it happens suddenly and swiftly where no pre-planning can occur. We find ourselves scrambling to process what’s happened, what it means, and how it will affect us. We are forced to pivot and determine what to do differently so “the change” becomes the “new normal.”  Sometimes change is planned for; individuals and organizations create change to improve something. Whether big or small, planned change is enacted because there is a belief that it will produce a positive outcome.  Unfortunately, all too often, individual reactions to change or the level of effort needed for change to be embraced is underestimated or overlooked altogether.  Managing change can be difficult!

What is Change Management?

According to the Society of Human Resource Management, change management is “the systematic approach and application of knowledge, tools, and resources to deal with change. It involves defining and adopting corporate strategies, structures, procedures, and technologies to handle changes in external conditions and the business environment.”

There are a variety of models for managing change that can be applied when facing a change initiative. Some models focus on an organizational response to change, while others focus on individuals and how people respond and react to change differently. No matter the model you chose to follow, consider these tools and recommendations to smooth anticipated bumps in the road.

Organizational Response to Change

When change occurs within an organization, it’s not unusual for there to be a decline in performance, morale, or overall productivity. Employees tend to enjoy and expect a certain level of status quo. When a major change is introduced, performance drops as individuals react to the change. Even in the best of circumstances, productivity levels aren’t typically perfect right out of the gate. There may be glitches, unforeseen challenges, and learning curves that must be overcome. It takes time for the organization to adapt to the change.

Adaptation Strategies

What can be done to help an organization ‘adapt’ faster?  Research shows that organizations can move from ‘adapting’ to ‘thriving’ quicker if the following occurs:

  • There is regular communication and understanding of the changes occurring and desired outcomes & benefits.
  • Managers are working closely with their teams and aiding throughout the change process.
  • There is a focus on employee training and development; individuals are provided with the tools, knowledge, and materials to operate in the new environment.
  • Individuals are given time to work through the emotional ‘roller-coaster’ that can be part of a major change.

Leadership’s Responsibility When Managing Change

According to a study conducted by the Center for Creative Leadership, they identified 9 critical leadership competencies of successful change efforts and change-capable leaders, later divided into “the 3 C’s of Change.”

  • Communicate: including the “why” behind the change, rather than focusing only on “what” is changing, creates stronger buy-in and urgency for the change.
  • Collaboration: leaders can increase their employees’ interest and investment in the change by including them in the decision-making process early on.
  • Commit: Change can be scary but waffling back and forth on change can intimidate and confuse employees even more. By remaining resilient and dedicating themselves to change, leaders found themselves more successful during the adaptation process.

Individual Response to Change

Charlie Baker, former Vice President at Honda R&D Americas, described how individuals experience change is similar to how people experience grieving.  Many are familiar with Elizabeth Kubler Ross’s stages of grief: denial, anger, bargaining, depression, and acceptance. For anyone who has gone through grief, most will tell you it’s not a linear process. The same concept applies to the change curve, which includes: denial, resistance, commitment, exploration, and commitment. For some, it may be a quick process; for others, they may linger in one stage longer than another. It’s also possible for some to travel backward through the curve if the change isn’t managed well.

Strategies to Move Toward Acceptance

What can be done to help move people to the acceptance stage of change? There are multiple activities to consider:

  • If employees are in the Denial phase, supervisors should be in information mode – providing as much information as possible about the change and communicate a clear business case for why change is occurring. Management needs to “own” the change themselves and reinforce the company’s (or their own) vision for the change.
  • In the Resistance phase, supervisors should be in empathy mode. To help their employees overcome resistance, supervisors need to be active listeners while allowing employees to express their feelings and thoughts and acknowledge/normalize them.
  • In the Exploration phase, supervisors should be in facilitation mode. Employees need to see some specific, concrete changes – particularly those that will affect them. This may include providing new organizational charts, new tools, new metrics, or setting short-term goals to allow employees to practice operating under the changed environment and seeing immediate results & benefits. It’s important for supervisors to provide support and clear direction so employees understand what is expected of them in the future. Training, as needed, is most applicable in this phase since employees are over denial and resistance and can concentrate on learning new things.
  • In the Commitment phase, employees have overcome most of the obstacles and supervisors should begin setting longer-term goals. Employees should continue to be provided with support and encouragement, but supervisors should continue to eliminate barriers and opportunities for learning. It’s important to promote and celebrate the successes that have been achieved, as well as identify and communicate any additional benefits that were not anticipated.

Throughout the change process, supervisors should be doing their best to actively support their employees in potentially difficult times. It’s also important to reinforce the “what’s in it for me” – the benefits of the change for the employees, as well as to the team and organization.

Effectively dealing with change is a critical skill area for all employees at all levels – whether you are an employee who needs to embrace change, a manager who needs to embrace and manage change, or a leader who must embrace, manage, and lead change! Having a better understanding of the challenges and using a variety of strategies to address them can greatly improve your success at managing change in your organization.

Special thanks to Terry Salo, Senior HR Consultant with Strategic HR for contributing to this edition of Emerging Issues in HR.

Now more than ever, managing change in your organization requires a coordinated, strategic approach. Strategic HR can help with your leadership and HR strategy through organizational changes – no matter how big or small. For more information, please visit our HR Strategy page, or simply contact us today!

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How Can We Support a Grieving Employee?

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HR Question:

One of our team members has sadly lost a loved one recently. We want to show our love and support, but don’t want to overstep or upset this individual in this tough time. How can we support a grieving employee?

HR Answer:

Everyone experiences grief at some point in their life, and yet for being such a common experience, it’s also one that few of us are fully equipped to navigate when it comes. In part, this is because grief is such an overwhelming and horrible experience. Nothing can prepare you for it. You just have to go through it and get through it. Grief is also a unique experience for each person. Everyone has their own path through its stages, and what helped one person work through their grief may not help another.

To complicate matters, our fast-paced, always-on society isn’t set up to allow time for grief. We’re often pressured to keep our grief private and keep it short. Grief takes us away from our obligations, and our obligations may be impatient for us to return. Households need to be managed. Work needs to be done. Bills need to be paid. Life goes on.

No one can make the grief easy, but there are ways to be supportive and to give people the time and space they need to process their emotions and find healing. Below are some ways that employers and coworkers can support a grieving employee:

Document workflows

Upon hearing of a loved one’s passing, an employee may need to drop everything and leave work immediately, and, in some circumstances, the employee may not be reachable or be able to update you on the status of all their work assignments and projects. With clear, documented workflows set up ahead of time, you can quickly reassign work, and the employee doesn’t need to worry about any urgent or time-sensitive work they left behind. Having documented workflows is also (and more commonly) useful when an employee quits without giving sufficient notice or is sick or injured themselves.

Educate managers and teammates about the grieving process

Grief can take many forms and look different from day to day. Managers and coworkers of a grieving employee may not know what to say (or not to say) or how they should act. Bringing in a grief counselor to talk with employees and educate them about grief can help them support a grieving employee or team member. Grief counseling is also a good idea if employees are grieving the loss of a colleague.

Provide bereavement leave and flexibility upon return

In many cases, people who have lost a close family member have to put their grief on hold so they can make all the calls and decisions that have to be made when someone dies. They may have to make arrangements for the funeral, inform family, friends, schools, and others about the death, and give extra attention to children or other people in the home. It’s a lot. Employers can be a big help here by offering bereavement leave and flexibility when the employee returns.

In the United States, the typical bereavement leave policy is three to seven days, which is rarely enough time to hold a funeral or memorial service, let alone work through the initial pain of a loss. Some companies offer more time off to support a grieving employee. The policy at Facebook, for example, is 20 days of paid time off after the death of an immediate family member.

Of course, providing either paid or unpaid time off is a huge expense, and not every employer can make it work, however much they would like to. Our general recommendation is to offer as much time as you can and communicate with the employee about how much time they feel they need. Some employees may want to come back sooner rather than later because work helps get their minds off the pain. Others may ask for longer because they need more time to heal before they’re able to be fully productive at work.

Understand, too, that grieving employees will have bad days, and grief can come on suddenly, like a ton of bricks. Grieving employees may need extra breaks or need to take a half-day unexpectedly. Letting employees know that they have flexibility after they return can be a big relief.

Offer mental health care

It’s likely that grieving employees will need therapy to help them process the loss and work through their emotions, but regular sessions with a therapist can quickly become costly. Providing health insurance that covers mental health care can help ease this financial burden. An Employee Assistance Program may also be beneficial.

What happens if one of your employees passes away?

Download our Guide to Handling the Death of an Employee and be prepared for the unthinkable.

Reach out to offer support, but be mindful of decision fatigue

People experiencing a loss need support, but they may not know what support they need or be able to answer if asked. Decision fatigue is very common immediately after a death. Even a question like, “What can we bring over for dinner?” can be stressful to answer.

One option here is to simply let a grieving employee know that you’re there for them and that they can reach out if they need anything. Another option is to make decisions yourself about what support you give. For example, if you want to provide the employee with a gift card to a restaurant, you could select the restaurant yourself instead of asking the employee which restaurant they’d prefer (just be sure to take the possibility of food allergies into consideration). Both of these options let the employee know that you care about them without adding to the decisions they have to make and the stress they’re feeling.

Be aware of triggers and PTSD

If the death was particularly sudden, unexpected, or traumatic, the employee may at times unexpectedly reexperience the horror, panic, stress, and fear they felt at the time of the event. In some cases, the employee may be diagnosed with post-traumatic stress disorder. If any of this occurs, give the employee time and space to process their emotions.

Also, don’t be hard on yourself if something you say triggers a response. There’s no way to anticipate all of the words and images that could be triggering, and even if you know the details of the death, it’s simply not reasonable to expect that you’ll remember those details in every moment that you’re speaking. Don’t worry if you say the “wrong thing.” The important thing is to be aware that a grieving employee may feel the need to step away and to show understanding and compassion in those moments.

Special thanks to our HR Support Center for providing this edition of our HR Question of the Week. 

Do you wish you could just pick up the phone and easily get expert HR advice to help you tackle your human resources questions and challenges? You can! With our Virtual HR On-Demand Solution, you have unlimited access to HR professionals via phone/email/chat, in addition to 24/7 self-service online HR tools and resources. Check out our Virtual HR Solutions to see how we can make “going it alone” not so ALONE! 

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How Can I Prevent Tension Between My Remote Team and On-Site Team?

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HR Question:

Due to COVID-19, some of my team members are able to work from home. However, I have other team members that I need to be present in the office. This has understandably caused some frustration for those that need to be on-site, as they may feel that the situation is unfair. How can I prevent tension between my remote team and my on-site team members?

HR Answer:

While telework can have many benefits (both actual and perceived), the fact is that it doesn’t work for every type of role. What may be possible for a designer, accountant, sales member, or marketer may not be possible for the office’s receptionist, the engineering team for the building, or essential workers on the front line. This can cause the perception of inequities between the “work-from-home-haves” and the “work-from-home-have-nots,” leading to tension, friction, and frustration. If your work environment is a blend of remote and on-site employees, consider these key actions that an employer can take to help prevent tension between their remote and on-site team.

Prevent Tension By Communicating

First, communication is critical.  For employees whose roles may not allow them to work from home, it’s important they understand why the opportunity cannot be afforded. Equally as important, managers and leaders should make it clear that their willingness to work these essential roles is more than appreciated. This can be done through ongoing communication, manager and leaders going out of their way to recognize team members on a daily basis, or even having those that are working remotely create thank you messages to the essential on-site staff.

Say Thank You

Small acts of gratitude could go a long way as well. For those who are on-site, show your appreciation by providing an occasional lunch or donuts (allowing for social distancing and COVID-19 safety measures) and letting the on-site workers know they are valued. Consider the approach a local Cincinnati waste removal company took to thank their essential workers for working throughout the pandemic. Ensure that managers and leaders are present and actively thanking team members for stepping up.

Educate Your Team

Finally, be sure that you are educating your staff – no matter their role. Educating the essential, on-site workers on how their role contributes to the overall success of the company.  It is also important that any concerns that essential workers may have are addressed to the extent possible. Where there are safety concerns, ensure essential workers and anyone coming on the premises have a clear understanding of the measures that have been put in place to keep them safe. The need for communication and education cannot be overstated.

For those employees who are working from home, educate them on why this opportunity is available. Yes, there are personal benefits, but there are also business reasons that are key to understand as well.  Remote employees need to understand that this privilege is not available to everyone. Often, it’s the work that essential workers do, manufacturing, healthcare, grocery workers, etc. that helps make the remote work possible. Take the opportunity to share the expectations of your remote team, and how their actions will directly contribute to the health of the business, particularly during this trying time.

The COVID-19 pandemic has presented challenges very few ever expected. With the varying levels of risk that come with working on-site, it’s easy for potential frustrations to occur when some employees are expected in the office while others are not. Prevent tension between your remote and on-site teams with frequent communication, saying thank you often, and educating everyone on the team as the situation develops.

Communication often seems like a “no-brainer.” HOW you communicate is often as important as WHAT you communicate when it comes to getting results! Strategic HR has years of experience preparing communications for a variety of audiences and topics. Visit our Communications page to learn how we can assist you with various communication-based projects.

Leading Change Amidst a Crisis (Part 2 of 2)

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Leader performance during a crisis sets the tone for the entire organization, and the current pandemic has tested leaders like no other. How leaders respond or fail to respond is key to future success. Leaders who remain calm, encourage input, take an open-minded approach and evaluate what the company can do better post-crisis are more likely to survive and shine. As we continue our exploration of key areas of leading change amidst COVID-19, we’ll discuss topics geared toward moving through and out of this crisis.

Psst! In case you missed it, be sure to read Leading Change Amidst a Crisis, Part 1.

Leading Change with Recognition

As we work through the challenges related to COVID-19, there have been many heroes that have risen to the surface. Healthcare providers, emergency responders, grocery store workers, manufacturers, and countless other essential workers have gone above and beyond the call of duty during a time of abnormal health risks and stress. Internally, your organization has most likely experienced some unsung heroes as well. There is no way to over-emphasize the importance of employee recognition, both during this crisis and once things are under control. Recognizing your employees’ hard work and dedication will do a lot to feed their self-esteem and desire to continue to shine, particularly during stressful times.

In some cases, employers spend a good portion of their time focusing on employees with behavioral or performance problems. Most leaders have been faced with these challenges, and those behaviors must not go unchecked. However, it’s important to purposefully take time to recognize the behaviors that you want to foster and see continued. Be sure to recognize your top performers as well as those behind the scenes in less public roles who are doing a great job in contributing to your organization’s success. While many don’t require hand-holding, human beings value respect and admiration from those around them – this includes their peers and co-workers.

Some ways to ensure that your employees feel appreciated and valued include:

Involve your employees in important decisions and strategic planning of the organization. Solicit their ideas about the direction you’re headed. Discuss the future of the company with them, along with their place within it. Talk about the roles they play and how they contribute. Consider what they have to say and give them credit for their input. By doing all this, you show your employees that they’re important to you and essential to the success of the organization. In addition, your employees will feel more invested in the decisions and strategic plan because they helped to develop them.

Regularly recognize employee achievements. Don’t wait for performance reviews or end-of-year events to give employees the recognition they deserve. Use whatever electronic communication system you have in place to speak well of your employees and their achievements regularly. Perhaps institute a peer-recognition program in which employees can praise each other for jobs well done and identify behaviors that led to their success. At Strategic HR, we use the “impressions” feature in our HRIS system. Here, employees can recognize each other for how they have lived our company values including collaboration, competence, communications, and more.

Invest in your employees. Offer opportunities for advancement. If promotions aren’t possible, then help employees level-up their skills and learn new ones. Provide coaching and training sessions — or cover the costs of outside services for this type of development. If your budget is tight, allow internal mentoring opportunities between team members and those in senior-level positions. Employees will feel appreciated when they can see that you care about their professional development and future success.

Say “thank you” every day. How leaders and managers behave sets the tone for the workplace. Regularly saying “thank you” fosters a more welcoming and respectful environment, and it also helps employees feel that they are valued. Appreciation can be given in many ways, but whether you show it through engagement, involvement, investment, or recognition, you’ll be making gratitude a key value of your workplace culture.

Planning for Future Workforce & Crisis

Nobody can see what the future will look like, but we do know that change is constant. Organizations that anticipate and plan for change are more likely to navigate well through challenges. Thus, when a crisis is looming in the shadows, you can accelerate preparations and proactive movement, rather than reacting. As Tony Robbins says, “all business owners want to be the disruptor, not the disrupted.” Keep your eye on similar players in the market, and even those outside of your operating space, to consider creative and innovative ways of preparing and doing business.  For example, it’s clear that 2020 has presented more unique challenges and crises in the first six months. And while it’s left a lasting impact, we can take a look at those around us for ideas and creative approaches to navigating a crisis that can apply even when we’re no longer in the midst of a pandemic.

In this unique time, leaders should meet with their teams to review and develop workforce plans through reflective assessments and brainstorming. Planning for the future requires an in-depth look at the people and the business model that serve as the pillars of the business.

People are your most important assets. Without them, the business wouldn’t be in operation. In order to lead your employees to achieve your organizational goals and objectives, you have to be an effective communicator. When having open conversations with your team, always consider:

  • Foster a collaborative workforce. You will be grateful for what can be accomplished when you all work together.
  • In your conversations, have an open mind when approached with feedback. Feedback can come from both above and below you – keep an ear open from both directions.
  • Should you receive negative or constructive feedback (either about your leadership or the business operations), determine the reason for it and take it in stride. It is an opportunity to learn to be better next time.
  • Don’t be afraid of risks or the unknown. Should a team member present a new or unfamiliar path, be willing to explore the challenge. It’s too easy to stay in your comfort zone, but that is not always going to get you where you want to go.
  • Be aware of how you are using your time. These conversations should be structured to best reflect on challenges and opportunities for your people and your business, rather than spent only focusing on frustrations or worries. Time management is a learned skill but can be mastered.

Based on your organization’s experiences with COVID-19, it may be an opportunity to alter your assumptions with your business model. Consider areas such as:

  • Different or additional revenue streams: i.e., workforce budget assumptions.
  • Changes in customer expectations: i.e., differences in product or service delivery.
  • Changes in workflow: i.e., process or task changes.
  • Changes in roles: i.e., streamlined roles, role enhancements, combining positions.
  • Changes in skill sets: i.e., cross-training or teaching additional skills—time management, technology, or process steps.
  • Changes in succession planning assumptions: i.e., knowledge, skills, and abilities (KSA’s) needed for those in the “pipeline.”

Based on the business and industry you are in, make a list of your potential vulnerabilities or those things that could go wrong that would cause a stir among the media and the public. Once identified, leaders can plan the best way to react to each unique occurrence. For example, if you are a school system, how could you respond if a bus driver wrecked the vehicle while intoxicated? If you are a restaurant, how do you respond to a case of salmonella poisoning? If you are a manufacturer, what are the potential consequences a product failure may have on users and their safety? If you are a bank, how would you respond if there was a breach of security exposing the personal financial information of a large group of your customers?

This role play of scenarios will allow companies to put plans in place so they can be prepared and fast-acting once a catastrophic situation occurs. Pre-planning for worst-case scenarios allows quicker response times and may prevent employee, community, and media backlash. So, let’s prepare for the worst while preparing to put the organization’s best foot forward.

Leading in the best of times can be a challenging, yet rewarding, role to play. Leading throughout a crisis and global pandemic presents unique learning curves and opportunities for leaders to navigate. But by doing so with effective communication, brand awareness, recognizing those around you, and keeping an eye on the horizon, leaders can come out on the other side of these trials as stronger, effective, successful professionals.

 

Special thanks to Angela Dunaway, PHR-SHRM-CP, and Melissa Dern for contributing to this month’s Emerging Issues in HR.

Executive/Leadership development will impact the bottom line for your business. It’s more important than ever to optimize your operations during the pandemic. Strategic HR can help with your leadership and HR strategy through COVID-19. For more information, please visit our HR Strategy and Training & Development pages, or simply contact us – we’d love to hear from you.

Leading Change Amidst a Crisis (Part 1 of 2)

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Leader performance during a crisis sets the tone for the entire organization, and the current pandemic has tested leaders like no other. How leaders respond or fail to respond is key to future success. Leaders who remain calm, encourage input, take an open-minded approach, and evaluate what the company can do better post-crisis are more likely to persevere and shine. In this article, we will explore key approaches to leading change that may impact post-COVID-19 success and addresses future crisis planning.

Leading change with effective communication

Communication is one of the most critical aspects of organizational success!  Although there are many components to effective communication, we’re going to highlight the top three elements to keep in mind during a crisis:

Transparency

Particularly during a crisis, it is advantageous for leaders to be transparent in communicating with their employees – i.e. sharing what they do and don’t know about the situation and how the company is responding. The more you can share about what the company is doing to address the crisis, why it’s taking a particular approach, and how it will impact employees and the business, the better equipped employees will be to prepare for, understand, and support the company’s response. If you anticipate a negative impact on the company or employees, it’s better to let them know. For example, employees can buy into bad news IF they understand information like how the company is being impacted financially; IF they understand the reasons behind a wage freeze; or IF they understand they’re all on the same ship working toward common goals which is ultimately organizational success. During the COVID-19 crisis, many employees have been scattered in different locations with some working on-site and many working remotely. It can present an added challenge to communicate effectively when you can’t have your whole organization together; yet, it is critical to ensure that all employees are properly informed about what they can expect from company leaders and what is expected of them amid the crisis.

Empathy

One definition of empathy is “the ability to understand and share the feelings of another.” As leaders and HR professionals, we often have conversations with employees that require us to respond with understanding and concern. This is not to be confused with sympathy or pity. Rather, empathy involves active listening, being fully present, and avoiding judgment. COVID-19 was thrust upon management without warning, and it has taken strong leaders to support and guide teams to achieve optimal performance. Communicating with empathy is a key factor in holding anxious teams together.

Employee Advocacy

It is important for your employees to be highly engaged in order for your organization to weather the storm of any crisis. According to a study conducted by MSW Research and Dale Carnegie Training, “a team member’s relationship with their immediate supervisor is one of the three key drivers of employee engagement.” Although employee engagement efforts are often led by human resources professionals, all leaders should be responsible for creating an engaging and productive work environment for those who report directly to them. Employees need to know you care about their welfare, you care about their success, and you care about their future. During a crisis, employee engagement can teeter on a leader’s ability to maintain a strong relationship with their employees and show a high level of commitment to their well-being. There is no better time to practice servant leadership in building trust and lasting relationships with your employees.

Protecting your brand in a crisis

Employees and customers pay attention to how leaders react and respond in a crisis. What if the actions taken by leaders during COVID-19 were so severe that brands and reputations were forever impacted by the backlash? Organizations may want to think about how they treated their team if there were down-sizing decisions. Did they practice good faith when employees explained why they needed to take leave?  Did HR’s selection process for layoffs or furloughs appear biased or show favoritism? Were leaders transparent when an employee who had been in the work facility was diagnosed with the coronavirus? Did leaders communicate often with vendors and those expecting bill payment?  And lastly, do organizations have monitoring in place to continuously assess news, problems or situations that are brewing in the public?  These are just a few scenarios to consider, but it is easy to see how critical a leader’s actions are in times of crisis.

Once a crisis occurs, how an organization and the leaders of the organization respond is paramount.  Below are some of the action steps we believe will make a positive difference and affect public and media reactions:

  • Inform your employees. If a crisis occurs, share the news and details with your employees.  Town Hall meetings or a letter and/or video from the CEO go a long way in preventing chaos and retaining team members.
  • Investigate the situation. If something goes wrong within your organization, an investigation should ensue to discover why it happened. Were safety procedures skipped? If a breach of technology occurred, were insiders responsible, or was it the sole occurrence of a hacking breach?
    • Keep in mind, there may be times when an outside firm or service provider should conduct or assist with the investigation.  Determine if legal counsel should be involved to avoid risk(s) or prepare for litigation.  Most often, it is best to consult your attorney in these situations.
  • Maintain business objectives. While there may be disruption, a best practice is to keep employees engaged and moving forward when it is safe and reasonable to do so.
  • Seek different perspectives. Often front-line employees are able to shed light on the nuances of situations. Therefore, it’s important to include leaders and non-leaders in the fact-finding and resolution process, but be cognizant of times when privacy is a factor.
  • Take action. Once action steps are decided, ensure the plans are efficiently carried out according to timelines or deadlines.  One of the worst things an organization can do is to publish remedies, then fail to follow through on promises.
  • Provide updates. Keep the employees, public, and media informed of the status of the crisis.  If an employee has recovered from an accident, share the good news.  If a faulty part was discovered on the production line, share that it was found and what steps have been taken to alleviate future occurrences.

These are only a few steps to consider for protecting your brand during a crisis, but leaders and teams should address the matter based on internal operations, policies, procedures, and needs.

The power of influence and leading by example

Influence is another key capability leaders must possess in order to shape employee behavior, impact results, and leading change through a crisis.  The old school managerial style of “do as I say” leadership is no longer acceptable, nor does it work.  But here is the tricky part…trust, credibility, and respect can only be earned, and it usually takes time. Therefore, leaders should always be working to build these attributes because they will especially need to rely on them in a crisis.

Leading in a crisis doesn’t look significantly different than leading day-to-day. The challenge leaders face is getting their voices heard so that their team listens to their recommendations and takes action quickly. Leaders can’t hide and hope the crisis will go away.

One of the best ways to influence others is to lead by example. Here are ways to lead by example and get the most from your team:

  1. Work alongside your team. Develop the skills and learn new ones too. This will impress the team and build a stronger bond in showing that you are not afraid to get your hands dirty and work alongside them.
  2. Always communicate with respect. Be mindful of what you say and who is listening. If an issue requires privacy, be sure to find the appropriate time and place for the conversation and only involve those who should be part of the conversation.
  3. Address problems appropriately. Make sure if you have to escalate a problem, follow the proper chain of command. Nobody likes to have someone go around their back if there is a problem. Always address problems head-on.
  4. Be a good listener. You need to hear what your employees are saying. Be sure to stop and listen to your employees’ thoughts and suggestions, and give thoughtful and timely feedback. This will go a long way in building trust and loyalty.
  5. Take responsibility. As the saying goes “It’s lonely at the top.” You are the leader and blame rolls up, so know if your team makes a mistake, you will ultimately be the one responsible. When this happens, it presents a learning opportunity to make the necessary correction(s) and train your team on how to do it right the next time.
  6. Don’t micromanage. It’s your responsibility to communicate the company goals, mission, and values, and to provide the necessary training and tools for your employees to succeed in their roles. Don’t hover over them; empower them to take ownership of their areas and thrive.
  7. Take care of your health and wellness. If you are taking care of your own mental and physical well-being, not only will it help you to be a better leader, but it can also encourage others to follow in your path.

Remember, when leaders can effectively influence others, they are able to gain buy-in to action verses mandating direction and hoping others will follow. The very best leaders will develop characteristics of strong leadership that contribute to their success in times of crisis and calm.

Keep an eye out for Part Two of this topic to be published in next month’s Emerging Issues in HR where we’ll discuss the importance of recognition, resiliency, and preparing for the future amidst crisis.

 

Special thanks to Angela Dunaway, PHR-SHRM-CP, and Melissa Dern for contributing to this week’s Emerging Issues in HR!

 

Executive/Leadership development will impact the bottom line for your business. It’s more important than ever to optimize your operations during the pandemic. Strategic HR can help with your leadership and HR strategy through COVID-19. For more information, please visit our HR Strategy and Training & Development pages, or simply contact us – we’d love to hear from you.

Clark Schaefer Strategic HR's wheel of HR Services, including HR Strategy, Recruitment, Training & Development, Benefits & Compensation, Communications, Employee Relations, Recordkeeping, and Health, Safety & Security

The ABC’s of Diversity, Equity, and Inclusion (DE&I)

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“The privilege of a lifetime is being who you are.” ~ Joseph Campbell

“…and not being penalized for it.” ~ Robin Shabazz, JD

 

By Robin Throckmorton, MA, SPHR, SHRM-SCP:

Last week, I had the honor of emceeing the Clermont County Chamber of Commerce’s Top Talent event – “The ABC’s of DE&I.” I can confidently say it was by far one of the best events I have ever attended; and one of the timeliest. As we virtually gathered to discuss how we as a business community could embrace Diversity, Equity, and Inclusion, we all felt the weight of the recent deaths of George Floyd, Breonna Taylor, Ahmaud Arbery, and the ensuing protests across the country. Ready with notepads and a willingness to learn, all 50+ attendees were on the edge of our seats, taking copious notes as we listened to the powerful group of speakers that day.

Robin Shabazz, JD with The Eastledge Group LLC kicked off the event with an extremely informative and impactful keynote on DE&I and why it matters.  Then, she facilitated a dynamic panel of representatives: Arlene Koth former Director of HR for Triversity; Juan Herrera, Head of Diversity and Inclusion for American Modern; and Julie Heard, Director of Diversity, Equity and Inclusion for the Cincinnati Opera.

The lessons these four speakers shared with us echoed in my head throughout the day, prompting me to quickly connect with my team just to share the immediate impact of the event. A week later, with continued reflection, I want to share some of the key take-aways that will have a lasting impact on our DE&I approach.

Diversity, Equity, & Inclusion

First, Robin Shabazz shared her definitions of Diversity, Equity and Inclusion:

“Diversity includes all the multiple identities of employees across visible and invisible characteristics. Inclusion is how we leverage the experiences of our diverse workforce. Equity is the systemic elimination of barriers, providing fair treatment, access and opportunity for ALL to succeed.”

HR individuals and leaders have been working to implement diversity initiatives for years. Not to say that those efforts aren’t outstanding and necessary; however, to truly eliminate racism, we also need to take action towards equity – helping each individual (regardless of their race) truly belong. Robin made it perfectly clear: belonging matters.

HR leaders need to create a culture of belonging where everyone feels they are not only an important member of the group, but that they can be diverse and still respected. Belonging is not just “fitting in.” Simply “fitting in” means that a person is being who you want them to be, rather than themselves. The true meaning of belonging, and the one we need to all embrace, is actually being who you are and being valued for it.

A Powerful Panel

As Robin and the panelists continued to share their personal insights, they left us with key action items that leaders can take in order to prepare themselves for conversations with employees about racism and how it’s affecting the world. Leaders need to evaluate themselves and see what changes they need to make first. In particular, when leading a discussion, white leaders should start by recognizing “I don’t know what it’s like to be black.”  This can help start the conversation and show that they are open to learning from perspectives outside of their own. In those conversations, ask “what else can I do for our team?” Listen, and respond with the tools that they may need to answer their questions.

But action cannot be limited to just leaders. Each individual has the opportunity to make a positive difference, even if it is as simple as saying “I’m sorry” when mistakes are made, and learning from it. By surrounding ourselves with others who are different from us, and by admitting vulnerabilities and learning from them, we begin to break down the biases that stood in the way in the first place.

As we approach and work towards successful change for all, one of the biggest challenges we will face is our biases. Not all biases are bad – in fact, a bias only becomes “bad” when it starts to oppress others. When biases begin to twist the outcome of even our best intentions, it is critical to address negative bias every single time. This isn’t easy. It takes work – internally and externally. And while we can’t change other’s biases, we can help others become aware of them and ask others for help to ensure our biases don’t impact us negatively.

Steps Forward

In our organizations, it is important to go beyond diversity and to place equal emphasis on equity AND inclusion. A diversity initiative often means setting goals and committing to meet them. For example, if you want to hire a diverse workforce, you need to create an environment in which diverse individuals not only come to work for you, but want to stay working for you because of the welcoming and embracing culture you enact. To create this culture, you’ll need every team member to play a role in making the change and making it stick by holding everyone accountable. Then as you hire, you’ll need to “de-bias” your hiring practices by creating clear job competencies as well as building a diverse pool of candidates. Hire the best candidate using diversity as one factor but not THE only factor. As an organization, it is critical to recognize that diversity benefits both employees and the organization while continuing to work towards removing barriers that may be present. The panelists made an excellent point: DE&I is not a program or initiative that will go away when the next “shiny object comes around.” Rather, this is an initiative that is here to stay – and needs to stay.

When we as a society can work together to create a culture or a world supported by diversity, equity, and inclusion, we will all benefit. For many organizations, leaders and employees must be willing to be uncomfortable and have uncomfortable conversations. But by leading those conversations with an eagerness for learning, development, and understanding, the benefits to an organization that values diversity, equity, and inclusion are limitless.

 

Strategic HR has had the privilege of working with a number of outstanding individuals with a passion and skill for DE&I.  As you evaluate what you and your organization can do to make an impact, feel free to reach out to us. In the meantime, the Clermont County Chamber of Commerce has made the recording of this two-hour program available to the public for a fee of $35.   We’d encourage you to set aside two hours to view an amazing and inspiring program.

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Systemic Racism: How Can I Fight It?

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HR Question:

The longstanding systemic racism and racial injustice against Black Americans is causing turmoil in my community – with my friends, with my family, and with my coworkers.  What can my organization do to activate solutions to promote progress against systemic racism? How can I be a part of the solution through my workplace during these tough times?

HR Answer:

It is no secret that our nation has been rocked by heartbreak, by demands for change, and protests within our cities. As communities nationwide have processed and protested the tragic deaths of George Floyd, Breonna Taylor, Ahmaud Arbery, and more, we have seen a swell of companies speaking out against the social injustice that we operate in as a country. While these injustices are rooted as far back as 1619, if not further, we believe there is hope.  Corporate America has the ability to have significant impact on improving and changing our landscape which has been sculpted, in part, by systemic racism. Now, more than ever before, it is the time to be aware of our sphere of influence to expedite action to correct misinformation and systems that do not support inclusion and belonging of Black Americans – and to do so at a faster pace than we have in the past. How do we get started?

In her Ted Talk, “Color Blind or Color Brave”, Mellody Hobson addresses the need to speak openly about race and impresses the importance of diversity in hiring. In fact, she points out that the most successful companies are the ones who make an active effort in recognizing all races, by being color-brave, not color-blind. Inspired by Mellody’s Ted Talk, we have compiled internally- and externally-focused color-brave actions that employers and individuals can take and lead, research, ask about, and/or be involved with for positive change.

Internally:

  • Ensure inclusive leadership with accountability for progress on Diversity & Inclusion efforts. Leadership, management, and HR set the boundaries and example for respect and equity in the workplace.  The first question to ask as leaders: are we having the difficult conversations with employees? Do we need to start having those conversations? And how do we do so? The first step in this may be embracing Crucial Conversations – but if there are only a handful of questions that we can answer, here are a few:
    • Are we creating opportunities or forums for employees to dialogue about pressing social concerns?
    • Are we providing the tools and training to have crucial conversations?
    • Are we listening to everyone’s voice?
    • Do we have the right policies in place?
    • Are we communicating with compassion and focusing on human connection with our team?
  • Create opportunity for self-reflection and development. We all have biases – conscious and unconscious. Provide exercises for self-evaluation and training programs (like cultural competency, unconscious bias, and respectful workplace training) to help determine personal strengths and opportunities. Bravely be willing to dialogue with others about this topic. Some good practical guidelines are: admit vulnerability and that you may say or do something that is contradictory to your intentions; be open to any feedback or comments; seek to understand instead of seeking to be understood; listen in an effort to learn another point of view and withhold judgments; and express respect and professionalism.
  • Evaluate equity in the talent lifecycle. Ensure equal opportunity through measurable targets in talent attraction, talent engagement, and talent development efforts.  Some examples of best practices include creating a network of sources to recruit a diverse candidate pool and have metrics around the “funnel” effectiveness throughout the hiring process; having mentoring and sponsorships for minority talent; creating metrics for retention and promotion of minorities; and ensuring individual development plans are in place and being implemented.
  • Support a culture of openness and belonging with psychological safety. Tackle microaggressions that may exist in the workplace – or maybe define microaggressions in the first place. Have assessments in place to assess and reward each other as you live the standards/values. Create a welcoming environment free of posturing and aggressive competitiveness, where team members are comfortable being who they are and feel valued through a sense of psychological safety.
  • Create ongoing feedback loops through focus groups (i.e. ERG’s or general) and surveys. This provides the ability to stay on track with goals and keep a finger on the pulse of what’s happening internally specifically related to inclusive practices. During emotionally charged times like these, it’s important to connect with team members quickly and create opportunities to share thoughts and feelings as soon as possible and on a regular basis. Then, create action planning and implementation of initiatives/changes.

Externally:

  • Advocate for legislative changes and support political candidates for office that support advancement of pro-minority agendas.
  • Assess Corporate Social Responsibility policies and practices. If none, create them.  Ensure supplier diversity targets are measured and evaluated.
  • Donate to funds and organizations that support the black community and social justice. Examples might include: Chambers, Foundations, United Way, and Minority business start-up ecosystem.
  • Donate time and intellectual capital to support actionable solutions in the community.
  • Create ongoing feedback loops with customers, partnerships, and suppliers to assess needs and experiences with the organization.

By being color-brave rather than color-blind, organizations and corporations can activate and mobilize change in communities, workplaces, and beyond to bring an end to systemic racism.

 

HR Strategy in Diversity & Inclusion will impact the bottom line for your business.  After all, the employee experience, supplier/partner experience, and customer experience impact the bottom line.  It’s more important than ever to optimize your inclusion practices during the global health pandemic and racial turmoil.  Strategic HR receives numerous requests regarding diversity and inclusion strategies.  We can help.  For more information, please visit our HR Strategy pages.

Characteristics of Strong Leadership During COVID-19

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HR Question:

As a result of COVID-19, many business leaders will be put to the test as their businesses have had to stop, reassess, pivot, and restart parts of or all of their operations in a flash. What are some characteristics of strong leadership during COVID-19?

HR Answer:

During a crisis, leadership characteristics and values are really put to the test. In the last two months, leaders have been thrust into a challenging and unprecedented landscape that is difficult to navigate – even for the best. And it won’t stop now. The COVID-19 pandemic has been especially chaotic due to the quick decision making and response times required to overcome unfamiliar obstacles while meeting the needs of employees, customers, partners/vendors, and more. These are unchartered waters. There is no playbook. We’re learning and innovating as we go. So, what does it take to be a successful captain?

There are many characteristics that can make a strong leader, but there are five in particular that can set managers and executives up for success. By activating the below strengths in your work and daily life, leaders can help their teams and their companies navigate these choppy waters.

Characteristics of Leadership During COVID-19

Agility and Adaptability: The willingness and ability to change quickly and easily. To be able to shift to new or different ways of thinking. If there is one skill set that we all have had to rely on the most during this time, it is this one. By remaining agile and flexible as new challenges come about, leaders have been and will be able to see creative, innovative, and potentially unexplored solutions to meet the opportunity head-on. Which leads to the next characteristic…

Creativity: The ability to invite and be open to the perspectives and viewpoints of others to solve a problem or bring a vision to fruition by asking questions.  Many of the problems or challenges that leaders are facing at this time are challenges because we, as a business society, have not had to face them before. Employees have not had to create DIY workspaces within 24 hours’ notice. IT departments have not had to ensure the cyber safety of an entire department or company while turning on a dime. And leaders have not had to quickly learn how to lead a remote team, manage productivity, and still ensure deliverables are completed while trying to balance a nose-diving economy. The need for creativity and the ability to see other viewpoints allows leaders to create a landscape that is manageable for both themselves and their employees.

Visionary: Seeing and planning a future state using the data at hand and forecasting possibilities. Sharing the vision with others and inspiring action toward it.

Bravery: Facing the challenge or difficulty head-on. Speaking up for what is right during opposition and is not afraid to admit when they don’t know the answer. To say that this pandemic has required a certain amount of bravery would be an understatement. Many leaders have found themselves needing to make difficult, potentially unpopular decisions to ensure the survival of their business and the safety of their team. Those decisions require a sense of bravery, as leaders often open themselves up for further criticism. Maintaining a brave face (even if you don’t always feel that way) can instill the necessary confidence in your team to keep moving.

Humor: Bring on the fun! The ability to bring laughter and light-heartedness to a situation is important. As anxiety and stress are heightened for most (if not all) employees at this time, the ability to appropriately infuse humor into a tense situation can be integral to keeping a team moving forward.

While these characteristics might be behaviors you bring to the table, it’s important to discern whether they are top strengths that you easily and consistently apply, or if you only use them once in a while. In times of stress, this answer becomes evident based upon your reactions. Were you, as a leader, able to remain creative and explore new solutions? Are you able to maintain bravery, even when many future events are uncertain?

Consider using this time for self-reflection awareness and determine development opportunities to further engage your top strengths. Ask yourself, “How will this crisis make me better?” and “How can I best help others during this time?” as a guide. Be a model of self-care and self-awareness for your team members, so the entire team can be resilient through the storm you’re navigating together. Additionally, invest in developing these strengths and values over time to optimize your effectiveness. This challenge, unique and unprecedented as it may be, can help you continue to mold and practice many of the characteristics that you will need to succeed.

And as with any self-awareness and development activity, it’s important to get feedback from the team on how you and the rest of the team are doing in applying these strengths. Designing and conducting a quick survey will help gather these insights. Additionally, Gallup created this quick audit to help leaders determine if their leadership approach through COVID-19 is meeting the needs of their team members.  An HR Professional or Leadership Coach can help with the execution of an assessment, survey, and development plan specifics to support your growth in leadership effectiveness through COVID-19. Ensure the captain(s) are taken care of during this time to effectively steer the ship into the “new land of opportunity.”

 

Executive/Leadership development will impact the bottom line for your business. It’s more important than ever to optimize your operations during the pandemic. Strategic HR can help with your leadership and HR strategy through COVID-19. For more information, please visit our HR Strategy and Training & Development pages, or simply contact us – we’d love to hear from you.

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What Does an HR Audit Involve?

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Photo of HR professional conducting an HR audit

HR Audit.  No one likes to hear that word⁠—audit.  Assessment.  Inspection.  Review.  Evaluation.  Analysis.  No matter what word you use, negative thoughts start to fill your head.  I challenge you, however, to look at this event as a chance to review and renew.  A properly conducted HR Audit can be (and should be) a welcome addition to your annual HR calendar.  Regularly having a review of your human resources function can help you remain the best in class and continuously improve the function and services you provide.

What is involved in an HR Audit?

Auditing involves an organized and structured review of your organizational practices.  By reviewing company and department goals, policies, procedures, legal requirements, and established processes, the HR Audit will allow a complete review to assure you are on track and compliant.  The review will help identify gaps in policies and identify what is happening versus what should be happening.  Many audits identify areas where procedures are not followed or haven’t been updated. Identifying outdated or inconsistent policies and procedures can lead to:

  • Review of processes to determine what makes the most sense for your organization
  • Assuring that everyone is following the same procedures
  • Process improvement and enhanced customer service
  • Assuring HR Compliance
  • Improvement of the quality of the process from those inside human resources as well as those outside of the process who rely on it for their department’s success.

How to conduct an effective HR Audit?

How do you make sure your HR Audit is a constructive event resulting in improvements rather than demerits?  The key to an effective audit is to clearly define it and have the process work to your advantage.  When selecting an auditor to review your function, I recommend securing an individual or team that will work with you to ensure you get what you want out of the review.  In order to do that, interview those you are considering to take on the auditor role to verify that they understand your culture and your industry.

Consider the following before you engage in the process:

  1. Identify your desired outcome. What is the goal of your HR Audit? Why are you conducting this review?  What do you hope to accomplish from the review?  Is it a compliance-driven review?  Is it a review of process and best practice?  Some employers are confident that their compliance is on point and prefer a review of processes and best-practices in functional activities such as recruiting, payroll processing, or even benefits administration.  Others are solely concerned about compliance and keeping up with the myriad of changing legal requirements.  Determine your desired outcome before you begin and tailor the review to meet those expectations on the front end.
  2. Determine which HR areas you want to review. Are you reviewing all of the functional aspects of HR or just one or two key areas?  For example, some employers request an in-depth review of a specific area, such as their recruiting function, rather than a review of all areas.  The review would consist of an evaluation of both compliance and best practices in the recruiting process to identify areas of potential improvement surrounding their recruiting efforts.  Others prefer to have a review of all of the HR areas.  In this type of review, all functional areas reviewed would include recruiting and employment, recordkeeping, policy development, compensation, benefits, health and safety, communications, and payroll.  These reviews typically involve a focus on compliance in these areas but also review processes and procedures for each of the areas.  The organizational effectiveness of the HR function can also be reviewed to assure the department is meeting the needs of their internal customers.
  3. Determine who you would like to have involved in the audit. Will you only include human resources staff that regularly touch the function or will you include your internal customers as well?  For example, if you are doing a review of your recruiting and employment process, who will you include?  Your HR recruiting staff is an obvious choice, but what about the hiring managers in the functional areas?  Will you include a sampling of individuals involved in the orientation and onboarding program?  Determine how deep you wish to go as you review the areas and who will be involved in the audit.
  4. Determine how you are going to address any deficiencies or findings. The report provided at the end of the audit will most likely include a number of items that could be used for improvement.  Findings may include items such as general compliance or regulatory items that need to be addressed or even a process improvement recommendation.  Most audits help you to determine the high priority items versus those of lower priority based upon compliance concerns.  Once they are identified, it will be up to you and your team to create your own internal priority for the action items and determine who will be tasked with correction.  Some may involve an easy one-person / one-click fix, such as updating the I-9 form you are using.  Others may involve improved process recommendations which could include a team to work through, resolve, and update.  Determine how you will approach the “fixes” so expectations are clear at the onset.  Not everything will be able to be addressed in one day, so align expectations accordingly.

A clearly laid out plan and expectation can significantly impact the concerns surrounding a human resources audit.  If the review ends up being “nasty,” it is most likely due to a lack of clear expectation and direction at the onset.  Work cooperatively with your chosen reviewer to make sure you are getting what you want out of the review so positive outcomes can be reached.

 

Thank you to Patti Dunham, Director, HR Solutions with Strategic HR, for sharing your expertise on HR Audits. 

Strategic HR knows that keeping abreast of HR Compliance issues can be daunting, especially when the laws keep changing. We can help you stay compliant by offering resources to help you identify and mitigate compliance issues, such as our HR Audit which helps identify trouble spots in your HR function. If you would like to receive a customized quote for an HR Audit, you can Request an HR Audit Quote.

 

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How to Tackle the Challenges of Scaling a Business

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The path of an entrepreneur isn’t an easy one, and it’s certainly not for the faint of heart. Although the journey can be filled with challenges and obstacles along the way in scaling a business, it can also be filled with fabulous opportunities that create a rewarding career. To share the lessons that she’s learned and some of the secrets to her success, Robin Throckmorton, president of Strategic HR, spoke in a Talent Magnet Institue Podcast about her experience of scaling her company up from a one-person consulting business to a thriving outsourced HR consulting firm with 20+ employees and contractors.

As we celebrate Strategic HR’s 25th year in business in 2020, it feels apropos to look back on how Robin led us to this moment. Typically, our “Emerging Issues in HR” consists of a written article, but for this edition, we’d like you to hear from Robin, in her own voice, as she talks about her experience in scaling a business.

In this podcast, Robin shares:

  • How she got the guts to become an entrepreneur to have flexibility as a young professional and a new mom
  • The gender and age bias she faced and what she did to build credibility
  • How she reacted to someone telling her his client wouldn’t work with her because she is female and too young

Robin did not let discrimination set her back.  In fact, she says, it pushed her to get involved with more leadership programs centered around empowering women.

The interviewer, Mike Sipple, and Robin discuss the challenges of scaling a business, and share these tips:

  • How to find the right advisors
  • How to let go of control
  • The book and the team building activity that transformed her business

The final portion of the podcast transitions to a discussion of the challenges of finding balance as a leader of a business.  Listen NOW to get tips on how to maintain the fine line of balancing work and life well.

We look forward to celebrating our 25th year of business in many ways with you as we travel through 2020 together!

 

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Delegation – But I Don’t Want to Give Up Control!

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Question:

Help! We are having some major issues with our managers delegating. They are either not delegating at all, therefore stressed, or they are delegating the wrong things to the wrong people. What guidance can I offer them?

Answer:

Delegation can be a tricky thing.  When done right, it helps a manager to be more effective, allows employees to take on additional responsibility and expand their skill sets, and opens the door for additional opportunity for both.  Handled improperly, it can wreak havoc in too many ways to count!   A manager who is unable or unwilling to delegate may not be an effective manager, and they are denying themselves and their employees an opportunity.

Delegation is not without risks and challenges.  Often, we hear, “How do I decide what to delegate?”; “It takes too long to explain it”; “I’ll just do it myself”; or “If someone else does it, it won’t be the way I like it.”  All of these can be overcome with a little preparation.  “Not delegating is straining your brain,”  according to an article on SmallBizTrends.com. “CEOs who delegate have been shown to generate 33% more revenue than CEOs with low delegation skills.”

A key responsibility of managers is to develop their people.  Delegation is a win/win in that area.  The manager is showing a good employee that he/she is trusted with a little extra responsibility, as well as, providing a teaching opportunity for the employee.  Yes, there is a small investment of time on the manager’s part, but it can pay off in the long run.

When delegating, there are a number of factors to consider:

  • Which employee has the skill to complete, or at least the ability to understand, what needs to be done?
  • Who will be impacted by delegating the task?
  • What are the risks of delegating or not delegating?

When a manager is evaluating his/her workload, he/she should consider, “Is this the best use of my time?”  Tasks to delegate may be training a new employee, evaluating status of tasks or following a defined process.  Tasks that should not be delegated include employee coaching/discipline, tasks that have a financial impact or that may require advanced knowledge.

Lastly, some steps of successful delegation that are key include:

  • Define the task
  • Determine the training needs of the individual or team that you’ve selected
  • Explain the “Why” – why is this task important and how does it impact the company?
  • Establish the deliverable and the deadline – set expectations
  • Communicate and check in
  • Provide feedback

As a manager, you can’t do it all, and nor should you.  The ability to delegate is a key skill to have to be an effective manager.  The end result can be a highly functioning team and a more engaged workforce.  A win/win for all.

 

Does your management team have the ability to delegate effectively?  Have they ever been trained on how?  Strategic HR can help.  Contact us today to learning more about our training options. 

 

 

Four Inclusive Decision-Making Principles

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Understanding the Importance of Organizational Analysis

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HR Question:

Our business needs and demands have grown dramatically as a result of the pandemic, and this is putting a strain on our employees. I want to make sure that we approach the growing and changing needs strategically rather than using a band-aid approach for quick fixes. What do I need to do to make sure we have the right people in the right places to continue our success?

HR Answer:

You are not alone in navigating through a changing business environment as more businesses reopen or ramp up at the same time consumer confidence and demand increases. While having a business that’s growing gives reason for celebration, it often comes with challenges as well. The changes you are navigating can bring about strategic challenges that you hadn’t anticipated, so being thoughtful about how to address them and determining the necessary steps to best manage your growth and achieve your desired business results is key.

A simple framework to think about change is “Strategy > Structure > People”. These are sequential steps, since the first informs the other, and often helps you get to root causes versus putting band-aids on problems. A very effective tool you can use to assess and understand your business and staffing needs holistically is an Organizational Analysis. An Organizational Analysis can help you to determine how your current organization structure is supporting the business results. It will also help you to further identify if your structures, processes, and people strategy are optimal as you move forward.

How to conduct an organizational analysis

An Organizational Analysis begins with an in-depth review of your high-level organization initiatives and structure, including:

  • Vision
  • Mission
  • Strategic goals
  • Financial goals & metrics
  • Business operations
  • Organization values
  • Organization chart

How employee surveys and focus groups can help

To ensure a comprehensive perspective, it can be beneficial to conduct employee surveys and/or focus groups with key team members to get to a deeper understanding of what’s driving your organization, in addition to identifying barriers or inefficiencies. Those closest to the work can often tell you where pain points are, provide suggestions for improvements, or tell you the work that is value add versus not.

Identify gaps and take action

By reviewing all of the data mentioned above, it will present a complete picture of what your organization is doing right and shine a light on gaps or areas that could be improved. From there, specific actions can be identified to create complete alignment throughout your organization and to ensure that you are able to not only maintain but expand upon your current success.

Your organizational analysis could reveal necessary actions such as:

  • Realignment of your organizational structure
  • Redefining operating norms, processes, and procedures
  • Addressing potential root causes which can help improve operations
  • Redesigning job functions and descriptions

The Institute of Organizational Development gives 7 reasons why organizational development is of critical importance to grow business, and an Organizational Analysis is a powerful tool to keep you focused on the big picture and making smart strategic decisions while building your organization from the inside out.

 

HR Strategy often involves thinking ahead to the future and making plans for the growth and development of key players. Strategic HR understands the balance between company strategy and people strategy and can assist you with both needs. Not only do we have the expertise to help you develop a strategic plan for your company, but we also have resources to help you develop your people leaders. Visit our HR Strategy page to learn how we can assist you with your company strategy.

Clark Schaefer Strategic HR's wheel of HR Services, including HR Strategy, Recruitment, Training & Development, Benefits & Compensation, Communications, Employee Relations, Recordkeeping, and Health, Safety & Security

Leader vs. Manager

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Question:

What is the difference between a Leader and a Manager?

Answer:

According to Peter Drucker, “Management is doing things right; Leadership is doing things the right way”.

For an organization to achieve strong results, both leadership and management need to be present. Management allows for leadership, and leadership invites development as people stretch toward the new vision and its inherent possibilities.

Many wrongly assume that leaders are somehow “better” than managers or that managers should try to be leaders. Both have their value in an organization. In many companies, employees who master the management responsibilities in a given role are seen as promising candidates for the next level, especially if they offer ideas and strategic suggestions beyond their area of responsibility. However, leadership is not simply an advanced form of management. Often when a promotion comes, a difficult transition process begins when the newly promoted employee must prove value and competency at the next level. To do so, the new leader must let go of managing the very processes and functions on which his or her reputation had been established.

It is extremely beneficial if organizations recognize the challenges of building a strong leadership pipeline. Understand that leadership is not simply an advanced form of management — they are actually separate skill sets, actions, behaviors, and competencies.

Although some people are predisposed to being either a leader or a manager, that’s not to say that an employee can’t acquire the skills to be one or the other. The following are some examples of personality traits and qualities that make leaders and managers predisposed to be one or the other.

           LEADERSHIP TRAITS         MANAGEMENT TRAITS

               Big Picture     /     Detail Oriented

      Strategic     /     Tactical

Vision, Strategy, Execution     /     Goals, Projects, Tasks

 Effectiveness     /     Efficiency

        Forge Vision     /      Follow Vision

   Right Brain-Lateral Thinking     /      Left Brain-Linear Thinking

  People-focused     /      Task-focused

     Internal Frame of Reference      /      External Frame of Reference

   Intuitive       /       Sensing

       Visionary, Dreamer, Romantic      /      Level-headed, Realistic, Practical

HR Strategy often involves thinking ahead to the future and making plans for the growth and development of key players. Strategic HR understands the balance between company strategy and people strategy and can assist you with both. Not only do we have the expertise to help you develop a strategic plan for your company, but we also have resources to help you develop your people leaders. Visit our HR Strategy page to learn how we can assist you with your company strategy OR visit our Career Coaching page to learn more about leadership development.

Clark Schaefer Strategic HR's wheel of HR Services, including HR Strategy, Recruitment, Training & Development, Benefits & Compensation, Communications, Employee Relations, Recordkeeping, and Health, Safety & Security

How to Develop a Strategic Plan for Your Business

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Updated February 2021

Creating a strategic plan for your business or new division is like creating a map for an exciting, but unfamiliar, journey. This map will help to keep you on course if you start going in the wrong direction, but it isn’t so stringent that you can’t check out different roads along the way. As a business owner, I use this process each year during my strategic planning sessions: I map out where I am, where I want to go, and how I think I can get there. During the year, my map is both a guide for what I should be focusing on, as well as a resource to help me “check where I am” whenever I am tempted by something new and different. Sometimes, I rewrite my plan based on unforeseen changes (i.e., technology, COVID, economy, emerging trends), but many times it has helped me realize what is most important for the business and make the right decisions with various opportunities and threats to ensure my long-term goals are met.

There are many formulas or formats used for strategic planning, but for the most part, they cover the same points and reach the same goals. Below is an overview of the process that I use personally, as well as what we use with many of our clients.

How to Complete Internal and External Analysis

Part of mapping out your journey requires you to take a strategic look at your business.  Your first step will be to determine where you are in the market by doing a “SWOT” analysis — identifying your internal Strengths and Weaknesses as well as external Opportunities and Threats.

Internally, this includes assessing both the strengths and weaknesses of your human, financial and technological resources, as well as the culture and values of the organization. The best way to do this is by brainstorming. Create two columns — one for strengths and one for weaknesses — and begin writing down anything that comes to mind as a strength or weakness to your business. For example, one of Strategic HR’s strengths is the “ability to be a change agent — very flexible and adaptable as needed” while a challenge is “managing our team’s growth.”

An external analysis requires you to evaluate what’s going on “outside” your business and how it may affect you. As discussed in Christine Keen’s book, Effective Strategic Planning: A Handbook for Human Resources Professionals, you should consider issues in the following four categories: economic (i.e., unemployment, interest rates, recession), political (i.e., current or pending legislation or court cases), social (i.e., values, lifestyles, and demographics) and technological. For example, from my external analysis, an opportunity was “Volunteer opportunities with complementary organizations” and a potential threat was “Growth of individuals starting to do human resources consulting.”

Gathering this internal and external information will give you a snapshot of where you are now — the starting point on your journey. However, a starting point, by itself, will not enable you to achieve your goals. Like going on a trip, you need both a starting point and a destination. This reminds me of my favorite quote from Alice’s Adventures in Wonderland:

“I just wanted to ask you which way I ought to go?”

“Well, that depends on where you want to get to,” said the Cat.

“It really doesn’t matter…” said Alice.

“Then it really doesn’t matter which way you go,” said the Cat.

Developing Your Vision and Mission

Next, you’ll need to determine your destination — in other words, your Vision or preferred future. A Vision can be summarized in a short statement that is quickly and easily understood by anyone; it describes something different for the organization. As a sample, below is Teach for America’s Vision statement (at one point in time):

“One day, all children in this nation will have the opportunity to attain an excellent education!”

Next, you need to develop your Mission statement or a statement explaining why you exist. Like the Vision, the Mission is also a short statement. But, a Mission statement describes what the organization does which will help it progress toward its ultimate future, the Vision. For example, Tesla’s Mission statement is

“To accelerate the world’s transition to sustainable energy.”

As you begin to develop your Vision and Mission, you will find it easier if you brainstorm again. This time, think about what’s important to you and to your business — who are your customers, what makes you different, how would your clients describe you, what can you contribute or offer to others, what would you like to do or be tomorrow? Developing the Vision and Mission are the most difficult. Initially, this may take a number of rewrites with input from others. For additional examples, check out HubSpot’s 17 Truly Inspiring Vision and Mission Statement Examples. Once you have both the Vision and Mission clearly defined the rest of your plan will fall right into place.

Create Specific and Measurable Objectives

Now to answer Alice’s question to the Cat… Once you know where you are and where you want to go, you can then map the directions for getting there. In other words, you can identify the key objectives that must be met after this planning period to progress toward your Mission and Vision. Generally, your objectives should be specific and measurable. In addition, they need to be ambitious but realistic, and only focused on what needs to be done rather than how. For example, an objective may be:

“Develop a partner program to help grow business referrals.”

Your list of objectives will quickly grow but you have to narrow down the top four or five that help advance your business toward meeting your Vision and provide you with a competitive advantage. If the list is too long, your plan will quickly become a “dead” document rather than a “living” document that you can use and refer to throughout the year.

Develop an Action Plan for How to Meet Each Objective

For each of your objectives, you will then need to create a detailed action plan identifying “how” you will meet the objective. I’ve had the most success with this by completing the following formula for each objective:

Desired Results

  • What are you hoping will happen or your desired result if the objective is met?
  • How will you benefit?

Potential Obstacles / Barriers

  • What might prevent you from completing this objective?

Supports

  • What resources, people, or tools are available to help you with this objective?

Process

  • What steps must we take to achieve this objective?
  • Be specific on each step indicating who will do what and when.

Evaluation

  • How will we know when we’ve successfully met this objective?

This may seem like a lot of work for each objective, but if you map out the answer to all five of these steps, you will have a very clear and unquestioned plan for how your objectives will be met.

Implementation and Evaluation of Your Business Strategic Plan

The hardest step in this process is the next one — implementation! Don’t let yourself do all of this planning and throw the end product on the shelf until next year. If you do, where will you be at the same time the following year? Will you be any closer to your preferred future? (Hint — the answer is no!)

To help ensure that you are proactively working toward these goals, you need to check back on your business plan often — at least quarterly or when anything significant happens to change your plan (i.e., pandemic, economic shift). Has anything changed? Are you on target? Do you need to modify any of the plans? The strategic plan for your business is a living document, so it may change; this is okay as long as you are aware of the changes and make them yourself rather than them being made for you.

Developing a strategic plan for your business isn’t an easy process and can be extremely exhausting. But, if you create an effective and realistic strategic plan for your business, you will begin to focus resources today toward meeting your goals for tomorrow. Plus, you will have a tool to help you minimize the threats and maximize the opportunities. One of the most important benefits of effective strategic planning is that it provides you with a fresh start by clarifying where you are, where you are going, and how you are going to get there. You should re-evaluate your strategic plan on an annual basis using a planning horizon between 2-5 years. Each year, you may find that a great deal changes but your preferred future will stay status-quo until you reach it – and you will!

Author: Robin Throckmorton, MA, SPHR, SHRM-SCP, President of Strategic HR If this article inspired questions for you, Robin can be reached at Robin@strategicHRinc.com.

Need help tackling your HR Strategy for the rest of the year? Let our team of HR experts assist in laying out your road map. Please visit our HR Strategy page, or simply contact us – we’d love to hear from you.