WORK-LIFE RESOURCES
HR Roundtable
The HR Roundtable for human resources professionals was created by The Family & Workplace Connection in the early 1990s to promote the exchange of information among corporate clients and other interested companies. Topics of discussion are developed from ideas generated by attendees themselves. Past roundtables have addressed such topics as retention and recruitment strategies and communicating benefits effectively. Energizing, informative meetings are held at various companies in Delaware and are professionally facilitated.
The next HR Roundtable meeting will be April 16, 2008. For more information, contact us or call 302-479-1675.
Visit our calendar of events to check out additional work-life meetings and conferences.
Work-Life Tip of the Month
This month's tip comes from Bob Gilson, a consultant who specializes in working with and training federal agencies to resolve employee problems at all levels. The article from which these suggestions come is called, "Ten Critical Mistakes Made by Supervisors Dealing with Federal Employees in Trouble at Work," but they're appropriate for supervisors in any sector.
Critical Mistake #1 - Failing to Set Clear Expectations or to Regularly Reinforce Them
Smart Move #1 - Make a list of performance and behavioral expectations for your staff overall and specifically for individuals as their jobs require. The list should include such things as the way they should deal with you, customers, others in and out of the organization and each other on work related matters.
Critical Mistake #2 - Letting Problems You're Aware of Fester before Addressing Them
Smart Move #2 - Do not assume people are self-correcting. The judgment it takes to distinguish what is a problem and what is not is exactly what should be screened for when you're selecting supervisors.
Critical Mistake #3 - Failure to Communicate With People with Problems
Smart Move #3 - Fight the urge to avoid those staff members who are difficult to deal with, annoying, marginally productive or who possess similarly unpleasant attributes.
Critical Mistake #4 - Failure to Recognize the Importance of Due Process
Smart Move #4 - Get training on what happens when an employee problem must be formally addressed. Supervisors are generally responsible to make sure that there exists proof (including objective evidence) that a rule exists, proof that the employee knew or should have known the rule, proof (including objective evidence) that the employee violated the rule, that a reasonably thorough inquiry took place to ascertain the facts in the matter, and that the employee involved was permitted to submit evidence and tell his side of the story.
Critical Mistake #5 - Taking the Matter Personally
Smart Move #5 - While it's human to feel that way sometimes, it's important to remember that dignity requires that we honor a person's choices...The rule should be that if you are FEELING something, don't evidence that feeling in casual, unconsidered, impromptu, or unplanned writing, email or conversations. So, watch your mouth, pen AND keyboard when working the process of addressing employee problems.
Critical Mistake #6 - Moving Too Quickly to Formal Action
Smart Move # 6 - Work a problem informally whenever possible. It often takes time and dedication to help a person to work through problems. If we see in the person an apparently sincere desire to improve, use informal, non-disciplinary approaches whenever possible.
Critical Mistake #7 - Playing "GOTCHA" With Troublesome or Difficult People
Smart Move #7 - Treat everyone equitably and fairly. Let the appropriate processes work. Some supervisors see a serious employee mistake as an opportunity to rid themselves of a "problem employee" rather than the opportunity to help an individual work out their "employment problems." Get over it. If you're too eager to drop the blade, you'll be the one making the serious mistake.
Critical Mistake #8 - Waiting Too Long to Get Professional Help
Smart Move #8 - Make sure you know your employee relations specialist, [EAP] or human resources advisor. If you see a problem developing, do not hesitate to discuss it with that person. These specialists see many problems and their job is to help you get through them. They also know specific employment rules and rights that you don't, as well as options you probably don't know exist.
Critical Mistake #9 - Unwillingness to See a Problem Through to a Resolution
Smart Move #9 - Employee problem solving is a process. When you're in the middle of it, it is often hard to recognize that employees have substantial rights for substantial reasons.
Critical Mistake #10 - Worrying Too Much About Over-Touted Disincentives to Taking Action
Smart Move #10 - Do the right thing. Don't hesitate to proceed with dealing with misconduct if what you're worried about includes:
- What if they file a discrimination claim?
- What do I do if they get hostile and aggressive?
- Don't I have to treat each employee exactly the same?
- What if they go to the union?
All of these may be addressed by taking proper action. If the problem needs addressing, go to work on it and - oh yeah - make sure your boss is in on the program. Keeping higher level management aware of what's going on is high on your To-Do list.
WFC Resources provides the Tip of the Month. Visit www.WFCResources.com.
