Guest Article: Time to Fill: A recruitment disaster story (for some) by Ross Clennett

The 2016 Australasian Talent Conference was another high quality event from Trevor Vas, Kevin Wheeler and the ATC team. I took a lot away from the two days of listening to speakers, exploring exhibitor offerings and extending my network in the local talent community. I attended a very informative session by CEB Executive Advisor in HR Practice Aadil Abbas about the trend in hiring ‘health
Article source:Ross Clennett - Time to Fill: A recruitment disaster story (for some)»

Check out more of Ross Clennett's work at hisblog

Guest Article: Giving Praise as a Way to Increase Your Happiness by Jennifer Miller

Are you a praise giver or taker? How you respond may offer a clue into your level of happiness at work.

Happiness researcher Shawn Achor has made a name for himself studying the many facets of happiness. His research has uncovered a startling connection between praise and happiness: the more praise you give, the happier you feel. That’s right: as nice as it feels to receive a compliment, your happiness gets an even bigger boost when you praise others.

Achor, who was a keynote speaker at Globoforce’s WorkHuman 2016 conference, offered several insights into the ways that people can increase the overall positive vibe at work. Achor’s research has found that people who provide “social support” (which includes praising the actions of others) were ten times more likely to be productive than peers who didn’t praise as often. Moreover, these “praise givers” were also more likely to be promoted. We need to not only learn how to accept praise, but we need to excel at giving it.

[Click here for ideas on how to graciously accept a compliment .]

The act of offering praise is one way that people can build improved social connections. At WorkHuman Achor told us, “The greatest predictor of long-term happiness is social connection.” And I don’t think he was referring to how many followers you have on Instagram. The type of “connection” that Achor means is the genuine interaction you have with fellow human beings. “The breath, depth and meaning of our social relationships determines our long term happiness,” Achor shared with his audience.

During the Q&A portion of Achor’s session, a participant stood up and said, “What I love about praise, is that it’s free.” So true! It costs nothing but a bit of your time. Here are tips for making your praise helpful to others:

Make it sincere. Studies show that “empty” praise is more damaging than no praise at all, so find something you can genuinely talk about.

Praise specific observations. Research on goal attainment shows that people respond best to praise that is directed towards the mastery of a skill, so point out what someone is doing right, rather than a general, “Good job!”

Say “Thank you” along with your praise if it’s appropriate. Here are four ways to make sure your “thank you” hits the right notes.

Find the right time. Leave enough time to talk with the person. Nobody wants to feel like you did a “drive by” appreciation.

Pay attention to personalities. As country music singer Kellie Pickler likes to say, “Everybody likes their coffee different.” Give some thought to your colleague’s personality before you offer praise. For example, will she like to have a crowd witness her kudos? Or will she prefer a low-key, handwritten note?

Offering praise to others makes them feel good. It makes you perform better at work. It also builds a stronger connection between you and your colleagues. And all of that adds up to more happiness at work. So go on, what are you waiting for? Go find someone who deserves your praise—and give it to them!

Article source:Jennifer Miller - Giving Praise as a Way to Increase Your Happiness»

Guest Article: It’s Time to Break HR-Who’s With Me? by Ben

Once you get into HR you’ll see. It sucks the life out of you and before long you’ll be like everyone else in HR–just hating your life and making it miserable for everyone else.

That conversation with a friend prior to me taking my first HR job has been forever burned into my brain. On that day I promised myself that I would never follow that path, instead charting a direction that brought a positive approach and results to the people I worked with (both inside and outside HR).

I think we know this, but it needs to be said. HR has a PR problem. Often times people see HR as a last resort when things are bad and all else has failed.

I see that as a failure on our part.

See, if we want the business to succeed, then we need to be an enabler of performance for the organization. Not in spite of the people, but through the people.

Ask your friends or your family that are outside the human resources world what they think of HR. This is a typical set of responses:

• The police.
• The “no” people.
• The gatekeepers.
• The people that fire everyone.

Do we have to police the organization at times? Yes. Do we have to say “no” sometimes? Yes. But those shouldn’t be the default responses so often that it characterizes who we are to the people we’re supposed to serve.

I have this crazy notion that HR is about service. Serving the business. Serving the employees. Just like you get great service at your favorite restaurant, I want to bring that same level of attention to HR. We might not be bringing you a fork or a glass of water, but we’re bringing you an employee experience that is inspiring, engaging, and enriching.

Who wouldn’t want to be a part of that?

How HR Can Ruin an Organization

Recently a friend told me about her experience with her boss. My friend is a forward-thinking HR pro with great ideas on how to drive innovation and serve the employees and hiring managers in her organization. Her boss, on the other hand, was much more interested in amassing power and creating artificial barriers for employees so that she remained in control of everything related to HR.

These are the people that give HR a bad name. How is that organization supposed to succeed when its top-level HR leader is putting things in place to prevent employee success?

My Approach

I knew these types of people were working in HR, and I have always taken it upon myself to break the stereotype whenever possible. I always present myself as approachable for employees and managers, and I always take a coaching or consultative approach–not a critical one.

I can remember multiple times over my career where employees would tell me that I wasn’t what they expected from the HR person, and I wear each of those statements with pride.

Maybe you can join me? I think we can break this stereotype of HR once and for all. The more each of us individually chip away at it, the more organizations and leadership teams will expect from their own HR talent, ultimately avoiding the “no” approach for something more engaging.

Think about your HR brand and what you want it to be. Then get about the business of making it a reality. If you need help, just reach out. I’ve been there and can definitely relate.

What is your philosophy/approach? Do you believe in this concept of HR service delivery? 

Article source:Ben - It’s Time to Break HR-Who’s With Me?»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: How the Six Degrees Executive back office team drives their culture by Ross Clennett

At the Recruitment International Awards (Australia), held in Sydney on 28 April 2016 Six Degrees Executive won two awards: The Best Company to Work For (Medium) and Best Back Office Team. (Photo: The winning SDE team at the 2016 Recruitment International Awards. Co-founders Nick Hindhaugh is pictured second from the right and Paul Hallam is pictured third from the right). Six Degrees
Article source:Ross Clennett - How the Six Degrees Executive back office team drives their culture»

Check out more of Ross Clennett's work at hisblog

Guest Article: One by Jay Kuhns, SPHR

Sometimes it only takes one...

- person to believe in you

- leader to give you a chance

- voice to stand up to bigotry

- glance held for an extra moment

- kind word to change the course of someone's day

- act of courage

- chance encounter that changes...

...everything.

How About You

Today, you should be the one.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - One»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Master of Puppets by Jay Kuhns, SPHR

“There are those whose primary ability is to spin wheels of manipulation. It is their second skin and without these spinning wheels, they simply do not know how to function. They are like toys on wheels of manipulation and control. If you remove one of the wheels, they'll never be able to feel secure, be whole.” 
- C. Joybell C.

Leadership Facade
It's sad when you think about it. The negative energy that so many put into chasing personal glory instead of collaborating with the team-driven modern world of work, often results in damaged relationships and poor outcomes.

They may hide behind the label of leader, but in fact they are not even close.

Seriously, are there any roles left in our organizations that are truly at the individual contributor level anymore?

Hidden Agenda

What is their real agenda? Is it a passion for the mission of the organization? Is it the pressure of bringing people together to ensure deadlines are met? Or, is it a self-absorbed path that only serves to fuel their own misguided career aspirations?

Sadly, their agendas are hidden to no one but themselves. The negative impact of their behavior, their lack of personal accountability, and their almost laughable attempt to position themselves as a dynamic leader drives a wedge between themselves and their colleagues.

How About You
Who is it in your workplace that tries to play the role of puppet master? Maybe it's time someone told them the only thing they are manipulating is their own credibility.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Master of Puppets»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Are You Over-Functioning in Your Leadership Role? by Jennifer Miller

Most people want to work for a caring boss. Not only is it more enjoyable, it’s good for your health, according to research by Stanford professor Jeffrey Pfeffer. Compassion is certainly a hallmark of leadership effectiveness. But can a leader care too much? Shelley Row, a professional engineer and former transportation executive believes that caring for one’s employees, while admirable, does have its drawbacks. It can stunt your team members’ professional and personal growth. Moreover, misplaced concern and worry can overload leaders.

Row’s book, Think Less, Live More: Lessons from a Recovering Over-Thinker explores the ways in which leaders might “over-function,” meaning they assume more control or responsibility over a situation than is required. Over-functioning and micromanagement share a common element: the refusal to release control. Strangely enough, the act of “caring”, when taken too far, is a control issue. For example, when a leader avoids making difficult decisions because he is concerned about an employee’s reaction, he has crossed the line from compassion into over-functioning. It’s as if the leader has assumed responsibility for an employee’s reaction to the situation, thereby transferring who “owns” (or controls) the emotion from the employee to the manager.

According to Row, it all comes down to understanding interpersonal boundaries: the space where your responsibility as a leader ends and your team members’ begins. “[Some leaders] invest a lot of energy trying to make sure that they don’t do anything to hurt people’s feelings. But people get to have their feelings; we don’t have control over that,” explains Row. For example, in a difficult conversation in which you need to address an employee’s lack of performance, as a leader your responsibility is to hold a fair, compassionate and respectful discussion with the employee. That’s where your responsibility ends. Understandably, you might be concerned about the employee’s reaction, especially if the two of you have a history of contentious conversations. Your employee’s reaction is not your responsibility. The employee gets to choose his or her reaction. Too much worrying about “how Stan will take this” or “If I fire Melanie it will devastate her” takes its toll on you. You have no control over how your employees will react. So leave that decision in the employee’s hands.

There’s another element to caring too much: stifling employees’ growth. Painful as it might be to see an employee struggle through a difficult task, there’s a learning opportunity available within those challenging times. Leaders who try to “fix” everything so their team members face continual smooth sailing are actually robbing people of life’s best teacher: failure. In the process, you risk sending a defeating message as well: your team isn’t capable of tackling tough tasks. “The highest compliment that you can pay people is to have confidence in in their ability to express their own needs,” writes Row.

Caring too much—when it leads to lack of decision-making—is a form of leadership over-functioning. Leaders who leave others’ reactions and choices up to those best suited to decide for themselves reap an added benefit—release from the worry and frustration of attempting to manage others’ emotions.

 

This post originally appeared on Smartbrief as “The downside of leaders who care too much.”

Copyright: pachaileknettip / 123RF Stock Photo

Article source:Jennifer Miller - Are You Over-Functioning in Your Leadership Role?»

Guest Article: Processing Change Requires One Thing by Jay Kuhns, SPHR

When I'm involved in major organizational changes I invest a lot of energy to get the messaging right. Key people are consulted, potential fallout is examined and controlled for as much as possible, and endless versions of "the message" are scrutinized to ensure nothing is overlooked.

This Is Important
The effort to get it right is something that I take very seriously, and I expect those on the receiving end of the message to appreciate and understand those decisions.

Except...as with all major organizational changes...I've had lots of time to process the impact and am now "ready" for it to be implemented. But that doesn't mean the hundreds or thousands of employees who are hearing about the changes for the first time are as ready as I am.

Yet, for some reason leaders are often frustrated when "the staff" don't immediately "get on board" with the changes being announced.

Are you kidding me?

It's Actually Not About You
How long does it take for us to "wrap our heads around the changes that must be made?" 

We struggle, argue, throw little hissy fits, and eventually come to an understanding that hard decisions sometimes must be made.

The one thing absolutely necessary to process change is time.

Time.

When our arrogance gets the better of us...as if every word that comes from our mouths is like the Emperor addressing the masses...we have failed.

When we expect the team to simply accept with a positive attitude and continue doing our bidding without thinking, asking questions, and fully understanding...we have failed.

When we are annoyed that the team is not giving us positive reinforcement to make us feel better about the changes we're implementing...we have failed.

How About You
We have one job...to lead effectively. Falling into the trap of our own cult of personality as the absolute truth is nothing short of a disaster. 

Give your team members a chance to understand, ask questions, and wrap their heads around the change that you've given yourself a chance to fully understand. They deserve the time you gave yourself, right?

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Processing Change Requires One Thing»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Michael Page employees go skiing ... downhill all the way by Ross Clennett

Michael Page International has been operating in Australia for around 30 years. When I was a temp accounting recruiter in the Sydney CBD, back in the 1990s, Michael Page together with Morgan & Banks represented my strongest competition. I respected the company’s competitive nature and the skills of their consultants. Until this past weekend, I would have regarded the Michael
Article source:Ross Clennett - Michael Page employees go skiing ... downhill all the way»

Check out more of Ross Clennett's work at hisblog

Guest Article: You Can Be A Powerhouse by Jay Kuhns, SPHR

...you can feel the energy in the room change when they come in...they bring something special that is hard to describe; yet, every one on the team wants to be around them...I want to be that person too...

Success
It's a funny thing that happens to people when they achieve a level of success that they perhaps only dreamt of earlier in their careers. All of the self-talk of "how they would do things differently" suddenly becomes real.

Now they have to back up those words with action. There is often a collective expectation that simply because one person has arrived that everything will be different.

Sometimes, one person can shift an entire culture...

Leveraging Power
I am a strong believer in bringing energy to my work. Acting like you really love what you are doing is essential for leaders. Am I right?

How many of us have listened to leaders complain, launch into king-sized eye rolls, and forever gripe about something?

Guess what? No one wants to work for that miserable soul.

The opportunity then, is to take advantage of the power we have to spread energy and enthusiasm across our organizations. It has to be consistent, sustained and intentional every day. 

It must become a mantra that moves from your task list, to your "how I lead" style of living.

How About You
Would you like to be considered the person that is always "on" and ready to attack the day? 

To me, there is no other option. Why in the world would I want to sit and watch while someone else dictates the culture of my organization?

Bring the energy!

I'd love to hear from you

No Excuses.

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Article source:Jay Kuhns, SPHR - You Can Be A Powerhouse»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Scavenger Hunts as an Easy and Cost-Effective Way to Build Teamwork by Jennifer Miller

Business professionals enjoying a team-building scavenger hunt

This post is brought to you by Strayboots, a company that provides customized mobile-enhanced scavenger hunts for corporate team-building events.  See below for full disclosure.

When you were a kid, did you ever participate in a scavenger hunt at a birthday party? There’s nothing like the thrill of the hunt, trying to find obscure items and be the first team back to “home base” to show your spoils. With the resurgence in popularity of instant cameras, a new generation of kids are having tons of fun seeking out obscure items and documenting their “finds.”

Scavenger hunts are fun, no matter what your age. When I was a corporate trainer, I routinely used this training format as a way to make the learning of “dry” or detailed material fun. Which would you rather do: listen to someone drone on about the 25 safety features required by your company’s EHS department, or go on a scavenger hunt through the documentation and find the information yourself?

When it comes to designing the “hunt,” you can either have people stay in the room and seek out information online or in written documentation. Or, you can ask them to physically go out into the world and seek out information. This “world” might be confined to your office building, or you can send them into the “field” to have an even broader learning experience. As this article from Vanderbilt University states, “learning experiences outside the classroom are inherently interdisciplinary.  When we go out into the world, we encounter it as a whole and are forced to engage multiple modalities, no matter which pair of disciplinary ‘lenses’ we intended to wear.”

Scavenger hunts are an easy, cost-effective way to train people and build teamwork. Here are some ideas on how to use this training methodology.

• For in-person on-boarding sessions, pair up participants and have them go on a tour of the building and locate key items from a checklist such as the cafeteria, the recycling bins and location of fire extinguishers.
• As a way to facilitate people getting to know each other, create a series of questions such as, “find a person who has traveled to at least three different states” and have the participants mingle about the room, seeking out answers.
• For employees who need to know how to locate information quickly from a database, create a series of mock “searches” and ask them to go find the information. Give extra points for people who “dig deep” and find especially useful, but hard-to-find information.

Because they are easy to construct and cost-effective, many companies also turn to scavenger hunts for team-building in addition to training. Ido Rabiner is the CEO of Strayboots, an organization that creates customized scavenger hunts for their corporate clients as a means to explore the cities near their organizations. Many clients find that the team-building element is what they enjoy most, citing the ability to interact with people they don’t typically see on a daily basis. One Microsoft employee who went on a Strayboots scavenger hunt commented, “What the group enjoyed about this was mingling with people that they maybe don’t always work with, or at least mingling with people in a different way. This is a work group, we do engage with each other in a variety of ways, but not like this.”

There are numerous ways that Strayboots’ clients use the tours, which is accessed via a mobile link sent to a “team captain’s” smartphone. “Law firms are using scavenger hunts to help new interns get to know the company and the city surrounding it better, and universities are using our tool for their orientation days to help new students get to know the campus,” says Rabiner.

The next time you’re looking to breathe some new life into your training programs or team-building activities, consider a scavenger hunt. It’s easy, inexpensive and it gets your participants “out in the world” in a way they might not normally get to experience.

Disclosure language: This is a post sponsored by Strayboots. I was compensated for writing this blog post. Even though I write about topics and services that I think will benefit my readers, this post is not a specific endorsement of the products and services listed. I encourage you to make your own decisions (purchasing and otherwise) based on research you conduct.

 

 

 

Article source:Jennifer Miller - Scavenger Hunts as an Easy and Cost-Effective Way to Build Teamwork»

Guest Article: Michael Page employees go skiing ... Downhill all the way by Ross Clennett

Michael Page International has been operating in Australia for around 30 years. When I was a temp accounting recruiter in the Sydney CBD, back in the 1990s, Michael Page together with Morgan & Banks represented my strongest competition. I respected the company’s competitive nature and the skills of their consultants.   Until this past weekend, I would have regarded the
Article source:Ross Clennett - Michael Page employees go skiing ... Downhill all the way»

Check out more of Ross Clennett's work at hisblog

Guest Article: How to Win Friends and Influence People: HR Edition by Ben

Want to be a true HR leader within your business? Learn to influence others. When you think about it, there are few decisions that HR makes with ultimate authority. A significant portion of what we accomplish comes through the influence, coaching, and guidance of our peers, executives, and staff.

I’d even go so far as saying that the majority of what we are proud of as HR leaders comes from what we accomplish without making the final decision ourselves. I can think of dozens of instances throughout my career where I was able to encourage and shape decisions that were good for the company and employees–but they otherwise wouldn’t have occurred without some outside influence. This can include anything from coaching an employee on how to communicate with his boss to helping the CEO understand the need to support a culture initiative.

One of the books I’ve long appreciated is How to Win Friends and Influence People by Dale Carnegie. The concepts in the book can help anyone in any role, but I’ve always felt they are particularly appealing to HR because of our need to drive performance and action through those around us. Check out this list of tactics, characteristics, and methods for winning friends and influencing people: While some of them are simple (smile, make the other person feel important, etc.), they also have the power to change your approach and your results.

The book was published in 1936. Do you think these tenets still hold true today? 

Fundamental Techniques in Handling People

1. Don’t criticize, condemn or complain.
2. Give honest and sincere appreciation.
3. Arouse in the other person an eager want.

Six ways to make people like you

1. Become genuinely interested in other people.
2. Smile.
3. Remember that a person’s name is to that person the sweetest and most important sound in any language.
4. Be a good listener. Encourage others to talk about themselves.
5. Talk in terms of the other person’s interests.
6. Make the other person feel important – and do it sincerely.

Win people to your way of thinking

1. The only way to get the best of an argument is to avoid it.
2. Show respect for the other person’s opinions. Never say, “You’re wrong.”
3. If you are wrong, admit it quickly and emphatically.
4. Begin in a friendly way.
5. Get the other person saying “yes, yes” immediately.
6. Let the other person do a great deal of the talking.
7. Let the other person feel that the idea is his or hers.
8. Try honestly to see things from the other person’s point of view.
9. Be sympathetic with the other person’s ideas and desires.
10. Appeal to the nobler motives.
11. Dramatize your ideas.
12. Throw down a challenge.

Be a Leader: How to Change People Without Giving Offense or Arousing Resentment

A leader’s job often includes changing your people’s attitudes and behavior. Some suggestions to accomplish this:

1. Begin with praise and honest appreciation.
2. Call attention to people’s mistakes indirectly.
3. Talk about your own mistakes before criticizing the other person.
4. Ask questions instead of giving direct orders.
5. Let the other person save face.
6. Praise the slightest improvement and praise every improvement. Be “hearty in your approbation and lavish in your praise.”
7. Give the other person a fine reputation to live up to.
8. Use encouragement. Make the fault seem easy to correct.
9. Make the other person happy about doing the thing you suggest.

Which of these pieces of advice has been most valuable for you during your career journey? Do you have anything to add? 

Article source:Ben - How to Win Friends and Influence People: HR Edition»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: When Persistence is Just Plain Stupid by Jennifer Miller

When my kids were babies, it was fascinating to watch them learn to walk. One of my kids was determined from a very early age—far before it was physically feasible—to stand upright in what my husband and I can only assume was an attempt to begin to walk. We have pictures of our seven-month old child doing a downward dog-type yoga pose, with baby hands and feet planted on the floor, and a teeny, diaper-clad baby butt jutting towards the sky.

Of course, it was many months before that baby actually learned to walk. In the months between the first attempt and the actual first steps, there were tears, falling down and loads of frustration. But there was no way to communicate, “in all due time, my sweet one.” So the persistence continued, unabated. Like Greek mythology’s Sisyphus doomed to forever roll the boulder back up the mountain, persisting towards an unattainable is defeating.

Today, twelve years after the baby yoga-posing, that same child is still very driven to achieve, but at least we now have a way to communicate when the time has come to seek an alternate path when “try harder” just isn’t cutting it.

Pursuing a goal with tenacity is admirable. Big goals require grit. Equally important is the ability to figure out when it’s time to take a new direction. Otherwise, it’s just “stupid grit,” as Caroline Adams Miller, author of the forthcoming book Getting Grit calls it. I long ago learned to help my children see the difference between dogged pursuits at all costs and tweaking a goal to better fit the realities of life.

It’s not always easy to know when it’s time to move on. Western society reveres persistence. The quote, “Never, never, never give up” is often attributed to Winston Churchill, when in fact he did not say those exact words. What he did say, in a 1941 speech to the boys at Harrow School (according to The Churchill Centre) is:

“Never, never, in nothing great or small, large or petty, never give in except to convictions of honor and good sense. Never yield to force; never yield to the apparently overwhelming might of the enemy.”

To me, the element that is often lost when paraphrasing Churchill’s words is, “good sense.” Relentless pursuit of a goal, when it’s clear that, as Miller said, it’s time to pivot, is stupid. It doesn’t show good sense. Pivoting isn’t giving up. But when you can discern when it’s time to either move on or change directions, you save yourself a lot of mental anguish and frustration.

Food for thought: when in your life have you succumbed to “stupid grit?”

Article source:Jennifer Miller - When Persistence is Just Plain Stupid»

Guest Article: Looking for a Speaker for Your HR Event? by Ben

I’ve had this question pop up from a few people I have met in recent weeks, so excuse the commercial if you’re not looking for a speaker for your event or to train your HR team… :-)

I know from interacting with many of the readers of this blog that you guys are tied in to various regional, state, and local organizations that require speakers. Just recently I attended the 2016 Annual SHRM Conference in DC where I spoke at the SHRM Smart Stage about choosing the right HR technology for your company, but I also speak about a wide variety of HR, recruiting, and leadership topics.

Today I added the “Speaker” tab at the top of the homepage to help you guys reach me specifically about speaking/training opportunities. One of my favorite activities is writing, but right behind that I really enjoy getting out and spending time with you, the HR leaders in the trenches that make your organizations great. That’s funny considering the fact that I’m an introvert by nature–I just think I like the practice and process of teaching enough to overcome those natural tendencies.

Over the past few years I have spoken with local SHRM chapters across several states for 20-100 people. I’ve been to larger events, like the SHRM Conference, that attract more than 15,000 participants. I have done seminars, workshops, conferences and vendor events as well.

If you are seeking speakers for an upcoming event, I would love to talk with you about joining the roster. I will be doing some local workshops in the coming months (several of the workshops receive up to three hours of strategic/business credits), but there is definitely room for more.

In addition, if you currently lead an HR team and need someone to come and talk with your team about some of the topics I have listed on my Speaking page, I would love to chat with you about the opportunity.

Thanks! We’ll be back to our regularly scheduled programming next week.

Article source:Ben - Looking for a Speaker for Your HR Event?»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Pass the Tchotchkes ...I'm Developing A Wellness Plan by Jay Kuhns, SPHR

I'm a big fan of wellness programs. As a long time HR-guy I'm sure you're not surprised. If done well, they can impact the health plan spend for the organization. After all, the real goal of any wellness plan is to spend less money on the company sponsored health plan.

Let me say that again...

...the real goal of any wellness program is to spend less money on the company sponsored health plan...

Fitness Matters
I am passionate about fitness. My own...my family's...and my colleagues. Just take a look around you today and you will see the obesity epidemic raging across the workplace. It's as if our definition of "fit" has changed, and we accept a new normal.

That's not right.

The risks of obesity have devastating effects on health, life, and yes, health care costs. Yet for some reason we have confused the primary goal of wellness programs as being...well...wellness.

One of the outcomes of an effective program is improved health, and might even include a new passion for personal fitness (oh, if that were true all the time!) But in reality, fitness actually is a secondary goal.


Accountability is Required
Healthcare costs are such a massive amount of each state as well as the Federal budget that we almost accept that as normal too. 

Just from my own experience as a Vice President of Human Resources for a mid-sized hospital, I oversaw a rapidly increasing health plan expense line that seemed to have no end in sight. One of the approaches to flatten that cost curve was to implement a wellness program...

...that held employees accountable, and rewarded them for their verifiable results.

No self-reported fitness.
No questionnaires that simply give points toward a company logo stress ball.
No trust...only verifiable results (think fitness tracker, doctor visits, etc.)

Sorry all, but without hard core accountability, your wellness program is a gigantic waste of money that not one executive will support.

Ever.

How About You
Are you considering implementing a wellness initiative in your organization? If so, make sure it is more than just a feel good program that promotes "a healthy lifestyle." No one suddenly "gets healthy'" because their employer rolls out a program with no accountability.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Pass the Tchotchkes ...I'm Developing A Wellness Plan»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: Lessons in high performance: Usain Bolt "... forever cussing my mistakes" by Ross Clennett

I have just finished reading the autobiography of six-time Olympic gold medallist Usain Bolt (Faster Than Lightning: My Story by Usain Bolt with Matt Allen, HarperSport, 2013). I doubt any readers need an introduction to the 29 year old, Jamaican sprinter however just in case you have been living under a rock these past eight years, let me list a few of his accomplishments: The first man to
Article source:Ross Clennett - Lessons in high performance: Usain Bolt "... forever cussing my mistakes"»

Check out more of Ross Clennett's work at hisblog

Guest Article: Should Employees Give Notice When They Quit? by Ben

I just wanted to say “thank you” for the last few years. I have enjoyed my work and appreciate the opportunity to contribute. As of today I am turning in my two week notice…

Like you probably have, I have had multiple versions of that conversation with managers over the years. Sometimes it’s painful, and other times it’s a relief to put in your notice to depart. But the question we’re examining today is this: should employees give notice when they quit their job?

My Workplace Philosophy

It is my firm belief that we should treat others in the workplace just as we would like to be treated. In many cases that has worked out well, and it is something that I don’t have to be ashamed of when I’m doing the right thing. Even when employers, like my last one, don’t hold up their end of the deal, at least I know I have done the right thing.

If you also believe in this approach, then you have a long, successful career ahead of you. At the end of your working days, at least you know that you have done the right thing by those around you at every opportunity. We all mess up, but keeping that as your guiding force over time will lead you to make more friends than enemies and more good choices than bad ones.

This applies to giving notice just as it does to most workplace situations. If I was a business owner and an employee was planning to quit, I would want as much notice as possible to get ready for the change. It takes a while to recruit and select a replacement, and while many people think there is a law around giving notice, the employee has no reason to give the employer a heads up if they don’t want to.

When to Skip Giving Notice

If you work for a company that consistently kicks people out when they give notice, then you do not have to give any warning before you depart. The company/owners/management give up their right to receive advance notice of your departure when they make a standard practice of not letting people work the entire notice period.

Most people in the workplace are on the verge of financial disaster. It’s a fact. That’s why it is so critical that an employer honors the notice period when it is requested. People need that income to bridge the gap before they start at a new employer. As an employee, if you are like the majority of Americans and living paycheck to paycheck, then you need to take this decision seriously as to whether you give notice or not. You don’t have to tell your employer you are leaving in advance if they have not given others a chance to work out their notice period. It’s not worth putting yourself in financial trouble if the company has demonstrated that it doesn’t honor a notice period.

I’ve had one employer kick me out the day I gave my notice. I was on the fence about providing any warning, because they had not treated people well historically, but I went ahead and did it simply because it’s in line with the overall  philosophy I mentioned above. The thing that was the worst about being locked out immediately is that I didn’t get to tell all of my coworkers and friends I was leaving. I’ve been on the receiving end of that situation and it is strange not to get at least a bit of closure when someone departs, especially if you have become friends over time.

I can remember when a friend’s son turned in his notice and the boss started treating him terribly during his notice period. My friend was thinking that his son had to stick it out until the end, but I let him know that if the manager was treating his son poorly, then he didn’t have to stick around and take it. The manager gave up his right to a notice period when he started acting like a fool instead of appreciating the employee for giving enough notice to start finding a replacement. He was incredibly relieved and basically told his son to collect his check and get out of there.

Reasons to Terminate Someone Immediately

That said, there are some reasons from the company perspective that would warrant an immediate termination. As an HR pro, these are the big reasons I would not allow someone to work a notice period.

• Open investigation against the employee
• History of issues/offenses
• History of irrational behavior and the position to do something unpleasant (HR, security, IT, etc.)

In case you’re wondering, these situations would encompass maybe 5% of the workforce. The other 95% don’t fall into this camp and shouldn’t be shoved out the door like yesterday’s garbage. Sooner or later that kind of treatment catches up with companies and they can’t hire high quality talent to replace the ones that left.

What’s your take? What is the right way to give (and receive) notice? 

And for those of you that like a little drama, just be glad this guy doesn’t work for you.

Article source:Ben - Should Employees Give Notice When They Quit?»

Check out more of Ben Uebanks' work at Upstart HR

Guest Article: Finding Freedom by Jay Kuhns, SPHR

What's holding you back from doing what you really want? Who or what is standing in your way?

Money? 
Status? 
Responsibilities? 
Comfortable routines?

Maybe it's time to...
- try something new
- take a risk
- stop accepting that things will always "happen" to you
- consider a fresh start 
- quit your job
- start writing
- stop playing politics
- follow your crazy dreams
- tell the naysayers and loud mouths to shut the hell up
- stop being a door mat 
- be fearless
- stop making excuses and live your own life for a change

Maybe it's time to find your freedom.

I'd love to hear from you.

No Excuses.

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Article source:Jay Kuhns, SPHR - Finding Freedom»

Check out more of Jay Kuhns' work at No Excuses HR

Guest Article: 6 Unexpected Sources of Leadership Inspiration by Jennifer Miller

Have you ever been to a leadership training program and realized the concepts taught would be as much use to you at home as at work? According to research by Development Dimensions International, leaders who apply their newly learned skills at work also put those skills to use at home. The same is true in reverse: you can draw upon life outside of work to be a better leader at work. All it takes is sharpening your observational skills and a focus on seeing leadership lessons in life’s daily activities.

Leadership lessons unfold in unlikely places; it’s surprising how life can help you become a better leader. Look to these six potential sources for inspiration.

The arts. It’s riveting to watch other people navigate life’s challenges, especially from the comfort of our living room sofa. It can be instructive as well.  Movies, theatre, and television all provide countless lessons on leadership, if you pay attention. The same goes with literature; nearly any well-written book showcases instances of leadership greatness and failure. If this feels too much like “school,” save the introspection for titles you’ve already seen. Watching or reading an old favorite with new eyes uncovers nuances you probably missed the first time around.

Sports.  Whether it’s your kid’s Little League game, a collegiate showdown, or a professional contest, lessons on motivating and leading a team abound. Every so often, take your focus off the “victory” element of the sporting event. Instead, watch for how coaches and team captains rally to create greatness on the field. Dig more deeply to learn even more from lesser-seen but still important players such as parents, fans and behind-the-scenes support staff.

Gardening. If you’ve ever coaxed something green to thrive, then you know that leadership and gardening share many common themes. The acts of seed selection, soil preparation, planting, watering, and pruning—they all have lessons to teach about tending our workplace “gardens” as well.

Volunteer work. Community service is one of your strongest learning labs because it most closely resembles your work environment. A person who successfully leads a committee learns as much as any MBA management class has to offer. “Management by committee” is a tough slog, but if you learn from it, your team—and your career—benefits.

Family and friends. This one’s a bit dicey because it’s difficult to distance ourselves from the interpersonal dynamics at play with those closest to us. Yet our families and close friends are our earliest teachers, for good or bad. If you can objectively reflect on the “lessons learned” about trust, motivation and building camaraderie, look to this cohort for inspiration.

Nature. Do you ever look to nature to help you puzzle out a challenge at work? I tend to favor the botanical, (as in this essay on dealing with change) but any “-ology” that helps you better understand your corner of the management biosphere is especially helpful.

The full gamut of our life’s experiences can help us become better leaders. Take a look around you to see how your world outside of work can help you be better when you’re in the office. It costs nothing, yet the potential rewards are immense.

 

This post originally appeared on Smartbrief as Surprising ways to become a better leader.
Image credit: sommai / 123RF Stock Photo

Article source:Jennifer Miller - 6 Unexpected Sources of Leadership Inspiration»