You know what most people hate? Job interviews. Why? Well, they’re a weird, manufactured thing where people sit in a room and one is trying to prove they’re the best and the others are trying to prove their workplace is cool. Awkward all around, right? Naturally, the instinct on the part of HR and hiring managers is to relieve the awkwardness and make the experience as pleasant as possible.Read More
We’ve all seen it: that sweet statement at the end of every job posting that tells everyone not to worry, that the people doing the hiring hold absolutely no bias whatsoever and will totally make every decision without regard to race, sex, national origin, disability status, sexual orientation, etc.
We all know that’s complete and utter BS, right?Read More
You know that feeling. The in-your-gut, sinking feeling you get before you have to deliver a performance warning to a staff member. Maybe you have an HR business partner with you, maybe you’re alone, but you know that this conversation is going to be miserable for everyone involved. It HAS to be…right?
Obviously, you know I’m going to say WRONG. (Though it would be funny if I were just like “yep, it sucks. Sorry!”)
Here’s the thing: Most of us, when delivering negative performance feedback to an employee, genuinely want that employee to improve. We want our people to succeed and we want to give them the tools to do so. These are conversations with people who have potential, have succeeded in the past but backslid, or whom you hired before finding out that they’re a little short on skills. Unfortunately, we know that the employee is going to see this first conversation as Step 1 on the road to being fired, and they’ll react by either walking on eggshells for months or dusting off their resume.
So, how do we, with all of our good intentions, use this opportunity to create a partnership with our employees? How do we avoid crushing their spirits when all we want to do is motivate? I’m so glad you asked!
Start with the result you want. This means actually beginning the conversation with something like “I really want our team to crush these sales goals this year.” Notice you are NOT starting with “We need to have a talk about your performance.” This step begins even before the meeting—your invitation to meet should be titled something like “Planning Meeting” or “Strategy Session”
Talk about some successes your team has had. Keeping that positivity going, your first mention of performance should be a good one. What did your employee do to contribute to the team this year? This can be as simple as noting a personality trait, like “You’ve really been patient in answering all those questions from the analysts.”
Bring the conversation around to supporting your employee. You still haven’t said “Here’s where you’re falling short.” Here’s where you say “I feel pretty clear on how Joe and Sheila are planning to reach their goals, but it seems like you and I could spend some time working on your plan. For example, I notice that you spend more time away from your desk than the rest of the team, and I wonder if that’s because you need some help figuring out the most efficient way to get the info you need to complete your projects. What do you think?” Here, you’ve assumed there’s a good reason for your employee going missing from his desk and falling short on goals, and you’ve offered them space to explain what’s going on.
(3a). If the problem is a personality issue: These are trickier, but you can use a similar strategy. Rather than your employee taking long breaks or falling short on sales goals, they’re just acting like a jerk. In this case, modify your message a bit but make sure they still start with the benefit of the doubt. “I feel like you and Joe haven’t found a groove in working together, and I wonder if the stress is causing you to react angrily when something goes wrong. I know we’re all on the same team and moving in the same direction, so how can I help you be happier at work?”
Wrap it up efficiently. You’ve gotten your point across and, with luck, had a productive conversation about what your employee’s perspective and needs are. Here’s where it is important not to dwell too long—make the assumption that one meeting was enough to get your point across, and that things will improve. This first meeting is not the time to set out a 60-day timeline and hardline goals.
Make a plan to check in. I know, I just said not to set a timeline. BUT. You do want to let your employee know that your interest in the subject is not going away. All it takes is a casual “Let’s have lunch next Friday to see how things are going and find out if any other ideas have bubbled up. In the meantime, let me know if you have some ideas for how I can support you.” Make the plan for sometime in the next two weeks—not a month or two out. If you don’t plan a follow-up, it’s too easy for both of you to let things slide back to where they were.
So, that’s conversation #1. Yes, you might need to go further down the road if this doesn’t spur a change, but this first conversation lays the foundation for the spirit of the process. Employees who want to improve will be on notice that a) they need to step it up and b) their manager is here to help them succeed, not waiting for them to fail.
Folks, this is the ultimate “Do as I say, not as I do” blog post. It’s December, which means new laws are going into effect in many states in January. FUN TIMES for the beneficiaries of those regulations, but lots of work for those of us who are responsible for making sure our organizations are up to date.
For some of us, this will mean updating our employee handbook to remove a requirement that employees give 24 hours notice of an absence; a lucky few will need to put out new minimum wage posters; many of us will be revising our sexual harassment policies (again) to make sure we are complying with the training regulations in states like California and New York.
While I haven’t yet made the necessary revisions for my current organization, you really should. DON’T BE LIKE CAITLIN, PEOPLE.
To kick things off (and maybe scare a few folks into action), here are some of the exciting changes to laws and regulations in the HR world for 2019:
NATIONWIDE: Make sure your tip-pooling policy doesn’t allow for managers or supervisors to get in on the action; FLSA now makes it clear that tip-pooling arrangements can only include non-managerial staff.
CALIFORNIA: Even you very tiny employers with just 5 or more employees now have to comply with California’s impressive sexual harassment training law. Build some extra time into onboarding!
SEVERAL STATES: Employees in at least 20 states, including California, Oregon, Washington, and New York, will see an increase to the minimum wage starting in 2019—or weirdly, in New York, on December 31, 2018.
COLORADO: Employers now have to offer prescription plans that supply at least three months’ worth of contraceptive coverage.
MASSACHUSETTS: All hail any state that requires paid family & medical leave for employees. Massachusetts joins this esteemed group in 2019.
There are, of course, many many more. Get yourself a good employment lawyer, or feel free to contact me if I can help. Happy New Year!!!
Oh, work. You're hilarious. A few weeks ago, an organization reached out to me to inquire about my ability to help them craft some organizational policies. I was super-excited about the idea, because this organization's mission was in offering services to our area's homeless population, with a focus on families needing assistance. Also, this was to be my FIRST time working with a client that didn't come to me through a mutual acquaintance. I scheduled a quick phone call with them to get the scoop, as the office manager said she needed to chat with me before passing me along to the person in charge of contracting. Here's how it went:
Me: Could you start by telling me a little bit about your needs?
Office Manager: Well, we need a new policy and need someone to help us make sure it's written in a legal way.
Me: Ok, what kind of policy is this?
OM: Um...this is confidential, right?
Me: Absolutely; I will never share my clients' information without permission.*
OM: Well, we're a "faith-based organization," and we offer shelter to families. We have a family that wants our services, but it's a gay couple with kids. That goes against our faith, so we need a policy that will allow us to keep them out.
[Sidebar: I am not making this up, and she really was this matter-of-fact about it.]
Me: Ok. So you want a policy that will allow you to discriminate** in your admission of families so you don't have to allow the gay couple in?
Me. Well, I can tell you I am not the person to help you with this.*** If you would like legal advice on this issue, I suggest you contact the [Redacted] State Bar Association.
OM: Ok, thank you.
Me: [out of habit] Best of luck to you! [I could kick myself for saying this.]
Thank you, Nameless Organization, for reminding me that sometimes saying No to paid work is a no-brainer.****
* I don't think I'm breaching confidentiality by telling this ridiculous story. I'll never share the name of the organization.
** I really did use the word "discriminate," but in a neutral tone. She really did say "yes" when I asked her if that's what she was hoping to do.
*** I did not tell her that I am married to a woman, have two kids, and totally disagree with the idea that religious beliefs should permit an organization to discriminate in the delivery of services. At this point, I felt kind of bad for her. I do, however, wish I could figure out who the family is so I could help them get the services they need.
**** I recognize that I am fortunate to be able to say no to stuff like this, and I would not judge someone for taking the work if they truly needed it. But I'd encourage them to never speak of it again.