HRCleanUp

Friday Fun Facts

Do people learn anything from Video Games?

Here are the Top 10 Learnings from Purely Entertainment Video Games:

1. 45%, Critical thinking, strategy, complex problem solving
2. 26%, Role-playing in story/world, learning to observe surroundings
3. 24%, Relieve (or create) stress
4. 23%, Coordination, reflex improvement
5. 20%, Emotional training, patience, positive attitude, perseverance
6. 19%, Collaboration, teamwork, working with diversity, leadership
7. 18%,Cognitive training, keeps you on your feet, sharp
8. 18%, Content skills, sports program requirements, sports strategy
9. 18%, Creative thinking, imagination, outside-the-box thinking
10. 9%, Basic skills, time management, attention to details, typing

By percentage of responses in an open-ended question.

Source:  QuestG, 2007

The Virtual Revolution

I just kicked off my Virtual HR course at Suffolk University this week.  I always love teaching this course because it combines technology and solid management techniques.  What is “Virtual HR”?  Well, in my class we try to figure out how do we, as HR professionals, support an organization that has remote workers?  Often times, the decision to “go virtual” is caused by the high cost of real estate.  Other times, it is driven by the need to be close to the customer.  Whatever the driver, the reality is, it is happening all over the place. 

I can think of two other major drivers for virtual work.  First, the green movement.  Almost every employee drives to work.  Let’s face it, I can count the number of cities with substantial mass transit on one hand.  That means that most people drive.  If we can reduce the number of cars on the road we can reduce greenhouse gasses.  Second, Generation Y.  Generation Y is demanding what Generation X and the Boomers have wanted for years—flexibility.  If anyone is going to finally achieve flexibility it will be  Gen Y. 

So does this leave us all working away at our PCs in home offices?  Hardly.  Our affinity for people will keep all of us connected.  In fact, when I was in Austin, Texas a few weeks ago, I found a coffee shop that sponsored “Virtual Office” so people who work at home can all come in during the day and work together.  Fascinating.  I think we’ve only seen the tip of the iceberg when it comes to virtual work.  And, it will be a huge opportunity for HR to partner with the business to help business leaders figure out how to make it work.  It isn’t going to be a choice…it is going to be reality.

Gladys Knight and the PIPs

I've had two conversations recently about employees who are not doing their jobs well--after repeated discussions about improvement.  In both cases, the employee is incapable of doing the work--period.  No amount of coaching, training, encouraging, mentoring, or managing is going to change that.

In both cases, strategic HR recommended a PIP (performance improvement plan).

In case #1, the position was going to be "upgraded" to a higher skill set.  Given that, I advised that they just lay the person off and eliminate the job altogether.

In case #2, the person in the job is in a "protected class" so the HR dept. is forcing the manager to go with a PIP even though poor performance is well documented on the review and in several emails between the manager and the employee.

I thought you would all enjoy the language of the PIP that starts out with "You're doing great..but..."  By now most of you know that a solid assessment up-front can prevent this from happening in the first place!

DOCUMENTATION OF PERFORMANCE IMPROVEMENT DISCUSSION

Name: Staff Member                                         Department: Department                       

Manager: Your Name                                         Date: Date                           

Purpose of session: 

(Text, for example...)  You are an important member of our department and of the Our Non-Profit Organization team.  You did great work on the last project you were assigned, and have shown terrific insight when confronted by extraordinary challenges.  Your work has been generally solid, and your work has helped forward the Our Non-Profit Organization mission.

Staff Member, recently you have not been performing some of your work at the high caliber we at Our Non-Profit Organization expect of you.

Some examples of this are:

or

The reason(s) for this meeting is (are):

   

* Your behavior has been problematic in some way that effects your work

* You have had trouble doing certain things necessary for productive performance

* You have demonstrated a lack of some important quality

* You have done something you should not be doing as a staff member of Our Non-Profit Organization

Expected performance:

* Demonstrate that you have modified specific behavior that is issue

* Actively work to do the things you need to do in order to do job effectively

* Show through your work that you are working to develop the important quality 

* Refrain from doing what it is you should not be doing as a Our Non-Profit Organization staff member

      

Follow-up

* Take this specific step to work towards the expected performance

* Work on developing skills to help achieve expected performance

* Work closely with manager, or meet regularly with manager, to update on performance

Staff Member, if there is not an immediate and sustained improvement in your performance, you may be subject to further action up to and including the possible termination of your employment with Our Non-Profit Organization.  This Performance Improvement Plan will be in effect for 90 days: however, this plan does not affect the at-will nature of your employment, which can be terminated at any time for any reason.  Again, you are a valued staff member and I have every hope that you can turn this around and continue your work in a very positive, productive way.

                                                                                                                                              _____ 

Signature of Staff Member                      Date                 Signature of Supervisor                           Date

Friday Fun Facts

You think it's crowded here?

Population

Countries ranked by population, 2007

1. China 1,321,851,888
2. India 1,129,866,154
3. U.S. 301,139,947
4. Indonesia 234,693,997
5. Brazil 190,010,647
6. Pakistan 164,741,924
7. Bangladesh 150,448,339
8. Russia 141,377,752
9. Nigeria 135,031,164
10. Japan 127,433,494

Source:  US Census Bureau

ORD to BOS, Part 2

Ernie:  "So I left the company for 6 years and when to work for our biggest competitor"

Jay:  "Was it a good experience?"

Ernie:  "I learned a lot about what not to do"

Jay:  "How did you end up returning to your former employer (those of us in the biz call it boomeranging)"

Ernie:  "The president called and asked me to come back"

Jay:  "Why did you consider returning?"

Ernie:  "My current employer took away commission from everyone at my level so in effect they cut my pay.  That tends to decrease motivation"

Jay:  "anything else?"

Ernie: "So I asked them, once you remove the commission element, how do I move up so I can earn more?'  and they replied 'Don't bring that up'" they followed that up with  'but we can move you laterally anywhere you want to go, you are one of our best people'"

Jay:  "I don't blame you for leaving"

Ernie:  "I've never looked back"

Often I hear "experts" tell me that pay doesn't matter it is personal development and opportunity that matter.  I'm not sure how you pay the bills and send your kids to college on personal development.  Most people need to feel that they are making progress...professionally and personally.  Money does not buy happiness but fair compensation can go a long way in relieving stress and providing opportunities to do more than sit home and watch TV.  Why would you remove a sales based compensation structure from a successful employee?  To that end, why would remove a customer service bonus program?

A year or so ago, Circuit City laid off their "high priced sales people".  They "made too much money and we can hire cheaper people".  Their sales have suffered ever since.  Why? 

Duh.

Here is some free consulting advice: "Hire the right person for the right job, pay them well, and then get out of their way and let them be successful."

Dolly Parton and Talent Managment

On Monday night, I had the opportunity to see Dolly Parton in concert.  Having always been a closeted DP fan, I was very excited to go.  The concert was fantastic. The venue was a theater vs. a stadium and that in and of itself made the experience wonderful.  Even though I was in the balcony, I could see Dolly and her crew on stage without squinting! 

The show was just like you would have imagined...all about Dolly.  Some old songs (like 9 to 5 and I Will Always Love You) and some new ones (although she didn't sing Walking Through which was a disappointment).  The audience was bizarre and an amazing cross-section of people.  Proving that Dolly crosses all the lines!

So what does this have to do with Talent Management?

Well, Dolly made a point of recognizing ever single person on that stage. In fact, there was a little medley of songs from the 50's, 60's, and 70's and every single person on that stage got a solo opportunity.  A chance to perform in front of a huge audience and let their voices be heard.  Not Dolly's.  Then, at the end of the medley, Dolly introduced every single one of them.  She also recognized the stage crew and everyone else who made the show happen.

I thought she went a step beyond what I've seen done before.  Each person on that stage was an important part of the team that made Dolly successful--and she knew it.

What have you done lately to make the members of your team feel special?  Have you singled them out and allowed them to shine?  Given them some public praise?  A little bit of effort goes a long way.

And Dolly, I'll always love you!

ORD to BOS, Part 1

Yesterday, I was flying home from Austin to Boston.  The second half of my flight was Chicago to Boston leg.  I was lucky enough to sit next to Ernie and his wife who were returning to Maine from Key West.  It turned out that Ernie ran a successful sales organization.  Never one to turn down a conversation about Talent Management I asked Ernie if the 80/20 rule was true at his company.  He told me it wasn't. 

With a bit of skepticism, I asked him "How do you find good people"?

He told me that they key was ownership in the company and a rich commission plan.  Oh, and people that aren't working out are quickly terminated (I still think they should do assessments but it wasn't a sales call, it was an airplane ride).  But sales people, according to Ernie, aren't too hard to find--they are well compensated and don't need an MBA at his company.  Where they struggle to find talent is in the entry/lower-level ranks.   You know, the people who fulfill what the sales people sell.

In fact, they struggle quite a bit to find that talent.  So they actually grow it themselves.  They teach people how to read and use complex devices that assure quality.  They invest in training.  They teach by mentorship (at least Ernie does!).  They are doing a lot of things right.

But they don't know how they are going to go from a $30 million  company to a $60 million company.  That is their biggest issue.  I hope Ernie calls me.  I think that using assessments to target key employees for growth and for hiring some new key people to help the organization grow might be just the help they need.

More on my conversation with Ernie tomorrow.

Wrong Number

7:30 p.m.  cell phone rings

"hello"

"Hi!  is Jay there..."

"yes, this is Jay"

"I've found your resume on line and I'm very impressed with it"

"really, what about it impressed you?"

"Oh, it is just really, really impressive"

"thanks!  I appreciate that.  Specifically, what caught your eye?"

"Um...um...well, actually,we would like you to come in for an interview"

"really!  tell me about the job and how my background and experience make me qualified for the position"

"It's a really great position.  We have interviews on Thursday, would you like to come in at 10 a.m. or 2 p.m.?"

"what exactly is the job and what specifically about my background interests you"

"Would you like  come at 10 or 2?

"neither.  I would like to end this fraudulent call"

<<click>>

I blame Monster.

Friday Fun Facts

GenY Job Tenure:

Percentage of Gen Y employees reporting how long they expect to stay in their current position, 2007:

• 16%, LESS THAN ONE YEAR
• 24% 1-2 years
• 29%, 3-5 years
• 22%, 6 years or more
• 19% not sure

How can your company convert the 19% to 6 years or more?  Talent Insight Group can help you.

Source:  Survey of 1000 adults age 21-28.  Robert Half Technology

The Power of Networking

Sometime I sound like a broken record.  Over and over again I tell the job seekers that I work with "networking is your key to finding a new job" and over and over again they go home and search Monster or Career Builder for job postings.

I tell them over and over again "75% of jobs are never posted...they are found through networking" and over and over again they go home and search Monster or Career Builder for job postings.

I tell them over and over again "you need to ask people you know you introduce you to people they know who have interesting jobs at interesting companies" and over and over again they go home and search Monster or Career Builder for job postings.

Why is this?  Since I think about it often, I'm starting to come up with a hypothesis.  I think they turn to Monster and Career Builder because the computer won't reject them.  It never says no in any real way.  The closest that it comes is "no results match your search".  Networking is a bit risky--someone might actually say "no".  And to that I say, "move on! and find people with interesting jobs at interesting companies and talk to them"

If, as a job seeker, you are not out there in the world talking to people, you severely limit yourself.  Since 30% of the jobs make it to posting, you are ignoring 70% of possible jobs.  Maybe even a job that is created specifically for you!

Remember, PEOPLE HIRE PEOPLE.  MACHINES DON'T HIRE PEOPLE.  Period.