Archives for posts with tag: HR

As a manager, you are never going to please everyone.

Some might even argue that if you do, you are not doing your job correctly. You will be called upon to discipline and even terminate employees, some of whom you might consider friends if you no longer had to manage them, and who may already consider you a friend. That is until you fire them – no friendship survives that.  Moreover, a portion of your job is to stick your head above the parapet wall and take the pot shots that people send your way: customers and employees alike. You may well take the wrap for decisions that other stakeholders, and even the courts, have made and the people you work with will almost certainly never know about the arguments that you have won to protect their interests.

If you are someone who values internal culture, like I am, then you have the added concern of trying to make any piece of feedback positive. Gone are the days, for the most part, of managers losing their tempers and yelling at the people the work with. I won’t say that I have never lost my temper at a member of staff but I have made sure to apologize afterwards and I have always felt that loosing one’s temper is counterproductive: If it actually hurts what I’ve trying to achieve then what is the point? Management is hard, we are all over worked, underappreciated, our hands are often tied, and the goal posts are always shifting. However, the rewards make it worth it: financial, recognition of your peers, and the sense of achievement when you see both people and businesses grow.

And then there are things like this:

“I loved the actual job here. Worked here for almost a year. If you could rise above petty back-stabbing and the fact people would be super nice to your face, and cut you down in a heartbeat behind your back, then it was a great job. Hospital chief administrator suffered from Little Big Man syndrome and needed to be avoided at all costs – unless you wanted your day ruined, as he was always incapable of saying anything nice, and preferred to berate – even if praise was his intention! Some of the doctors were difficult, but most were really great to work with. Overall, if you have thick skin, this was a good place to work – but no benefits other than an employee discount for vet services.

Ouch.

Other than the obvious of “what else would you expect a terminated employee to say?” What else can be learned from this from a management perspective? What can I learn from this since I feature so prominently?

Well yes, I am short – well spotted. Not much I can do about that. I guess you could argue that as someone of limited stature I have to be additionally careful to not appear angry so as to not play into the stereotype. As noted above, this is actually in my own interests anyway but a helpful reminder that I need to live up to my own standards.

If I am to be avoided, then that is actually pretty difficult. I try very hard to check in with every employee on both shifts every day and I am obviously sorry they felt this way. I think the comment of being “incapable of saying anything nice, and preferred to berate” is a little harsh. We, as an employer and I personally, have put a number of programs in place to improve and celebrate employee recognition. However, I will admit, that I do need to praise more in person than I currently do. Most managers do suffer from this and it is probably one of the more difficult aspects of the job. It is particularly hard when you have an employee who is not doing anything particularly wrong, but also not doing anything particularly exceptional. Since the above quote is from an anonymous post it is difficult to know for sure anything about this former employee, but as a general takeaway I think this rings true.

A “reading between the lines” insight, and backed up by some feedback from former employees who are now friends (see I’m not all bad) is that there is perhaps a lack of trust at times. A feeling that I did not have the employee’s “back.” This is probably a feature of trying to make customer service central to what we do. If a customer complains about an employee or the service they delivered, unless the claim is outrageous, I will probably try to make to client happy. This can certainly be interpreted as taking the side of the customer instead of the employee. It shouldn’t – I’m trying to protect the business and therefore indirectly the employee. If I feel there is an issue to be addressed with the employee, I will address it separately; however, it is easy to see how this issue arises and perhaps I need to do a better job of dealing with this unintended tension.    

As a final note, it is interesting that this former employee felt that discounted vet services was all the benefits that were on offer. I would take away from this that I needed to do a better job of explaining the other things that formed our benefits package.   

I don’t want a lot of reviews like this – nobody does. But the same rules apply to bad reviews about yourself as to bad reviews about your business. They are an opportunity to get feedback that you would not otherwise be able to receive. And while anonymous former employee reviews are even more unfair than anonymous customer reviews, due to the legal issues involved, a little self-examination is not a bad thing. If nothing else, it hopefully made for an interesting blog post.

Is is just me, or is hiring getting more difficult due the bad behavior of the un (or under) employed?

I mean I get it, and employers are partly to blame, looking for a job can really suck. Employers rarely respond to applications (guilty), some employers insist on their own applications rather an accepting a resume, interviews are time consuming, and wages in some fields are stagnant.

However, none of the above explains some horrendous behaviors I have seen – in particular in the last year or so.
“Obviously you did not read the resume – good luck to you.” A message from an applicant after receiving a rejection email because they were totally unsuitable for position.

“Hi I’m very interested in the position, although I do not have any experience, could you call me back with more information?” A phone message from candidate replying to ad that clearly stated “NO PHONE CALLS.” I have 100 applications on my desk, if everyone does this I’ll do nothing else for days.

Harassing an employer with voicemails telling them that you are obviously the best person for the job and how dare they not hire you because you probably know more than they do. – Yes, this actually happened to me.

Replies to ads that directly contradict what is being asked for. – I don’t think I need to explain this.

Companies, or consultants, replying to ads for full time employees. – Please don’t assume I don’t know what I’m doing. If my ad explicitly states that telecommuting is not an option, an outside contractor is even less likely.

LinkedIn invites after an interview for an entry level position.- This is not going to get you the job and just makes things weird.

Not showing up – really! You accept an invite for an interview and then do not have the courtesy to call and cancel?

Photos on your resume. – We get it, you think you’re hot, but it really just makes most managers uncomfortable. It makes me uncomfortable.

Resumes in weird formats. – When did a PDF become so hard to create? Those of us who get a lot of email everyday are very wary of opening attachments from people we don’t know, but PDFs are a necessary evil for the most part. Word files are annoying but I guess I’ll live with it. Wps files? Google doc files? Jpegs? Screen shots from your phone? I get it you don’t have a computer, and are using your phone, but there are better ways. Just looks lazy.

Bringing a coffee or energy drink into the interview with you. – I’m sorry to get in the way of your morning routine, but I may be your future employer. Or not.

Dressing inappropriately. – It is an interview, not a nightclub, or a trip to the store on a Sunday morning, or a day at the beach.

Now a lot of managers blame the Millennial phenomenon for the above behaviors ; however, I’m not so sure. For one I’m not a big believer in the Millennials being that different from everyone else. They just happen to be young people who are not shy about saying what they want. And a lot of the above behaviors have come from people who do not fit into the generally agreed upon Millennial age bracket. I do think there are cultural things afoot, however, that transcend age. A lowering of the value of work, and generally a misunderstanding of a value of first impressions for starters.

As Tyler Durden from Fight Club might say: “you are not a beautiful and unique snowflake.”

If you want to impress an employer, try professionalism. There are so few practicing it that it will make you easily stand out

I have been reviewing books for a number of years now; however, movies have always been my passion and on occasion I have used movies in staff meetings for the accessibility of the message. I decided that it was time to share some of these.

 (Clicking on the image above will take you to Amazon where a tiny percentage goes to help my movie and book buying habit.)

 

Moneyball, based on the excellent book by Michael Lewis of the same name, follows the real life story of the Oakland A’s baseball team. In particular, Moneyball documents the Oakland A’s struggles of trying to be successful with a budget a mere fraction of their competitors. The realization of their manger, Billy Beane – played by Brad Pitt, that they either have to “adapt or die” is one that many businesses can relate to. The solution that Oakland A’s adopted was to look at the data about players, which informs hiring and firing, objectively rather than emotionally.

Looking at a problem from outside the box and understanding what a problem actually is, not what you have always thought it was, is a huge lesson for most managers. It is also one that is difficult to teach. However, the lesson of being prepared to do what others will not is one that many from the business world will be familiar with – or at least should be. Overcoming the objections, and down right obstructionist behavior, of those who have not bought into your ideas should also be familiar territory for most managers. The movie treats these issues with respect, and although there is an obvious “good guy / bad guy” dynamic, it is easy to overlook this and see the issues being discussed from both sides.

Since the publication of the book, the statistical approach to fields that have previously been lacking such analysis has become know by the colloquialism “Moneyball.” And although the initially baseball was dramatically changed by Billy Beane and the Moneyball approach, there are signs of it falling out of favor.

However, it would be a mistake to dismiss the book, or the movie, because of this change in the idea’s fortunes. Indeed it actually signals a misunderstanding of the limitations of the approach and of statistics in general. As is stated in the movie: “The first person through the wall always gets bloody.”

The movie does break some of its own rules for dramatic effect; however, these are minor sins given how excellent the movie is as a whole. Interestingly, the movie also has two of the best scenes I have ever seen about terminating an employee. New managers could do a lot worse than follow Brad Pitt’s advice on the matter that can be found in Chapter 8 at the 1:00:00 mark explaining the right and wrong ways to go about a termination. Chapter 10 at the 1:18:00 mark actually shows Jonah Hill”s character putting that advice to use and it is a highly accurate and realistic portrayal of how a termination should be done.

As a management tool, Moneyball is a great business story cloaked in a sports jacket. Both the good and the bad of analytics are on display here, as well as the difficulty of being a pioneer and trying to overcome entrenched ideas whose only validity is “that’s the way we have always done things.”

You may not like baseball, but this is a smart story, based on a smart book, about smart people. It also has the added advantage of being highly entertaining.

You could do a lot worse.

By Mike Falconer

The most popular post to date on my site is: “Why I hate Yelp (and you should too!).”

I still do by the way; and everything is that post still stands today three years later; however, I have grown to accept it as part of the daily life of being in business and feel that, a few road bumps aside, I’ve made my peace with online reviews and even with Yelp.

That mighty sound a little contradictory, but the bottom line is that reviews are here to stay so we all have to deal with it.

“Scott, we have a Yelp problem. We keep getting these horrible reviews what can we do about it?”

” – Build a better product.”

Scott Stratten @unmarketing

There is no strategy or tip that I, or anyone else, can give you that will fix your business and your online reviews overnight (those that promise to do so are scamming you). If you are a horrible business the chances are you will have horrible reviews online.

Now you can write your own reviews, and risk the wrath of companies like Yelp or Google which are filled with people smarter than you or I (sorry it’s true) who spend a lot of time and energy trying to foil the attempts of those gaming their systems. If you are really unlucky you could also find yourself the subject of a FTC investigation and slapped with a serious fine. It has happened a few times already to those trying to buy or reward those for reviews (many thanks to he great Mike Blumenthal @mblumenthal for this awesome nugget of info and indeed for solidifying my thoughts on Yelp, and online reviews, in general) and expect it to happen a lot more when the government figures out how prevalent it is and how much money can be made. But why bother? It is simpler, easier, and better for your business to just fix the problems in the first place.

Think Yelp or Google (or whatever review site you feel tortures you on a regular basis) does not accurately reflect what your clients think of your business? Prove it! Survey your clients. Make it easy for them to complain and give you feedback. Have a policy to deal with complaints. And, of course, read, learn, and above all, reply to your reviews. If your survey results really are different from what you are seeing from the review sites then publish the data and be honest about what people were complaining about and what you are doing to fix it.

When I started reviewing my business’s clients what I found from the was that they wanted to respond. The feedback I got was overwhelmingly positive, and it allowed me to fix issues, even minor ones, quickly before they blew up online. It also provided real data about what problems we did have and where we were excelling.

A splash page with links to review sites helped make it easy for those who already reviewing us privately to review us in public. As a rule I and not a big fan of asking for reviews – particularly when companies just try to flood one channel. (400 reviews on Google and 10 on Yelp just makes you look shady.) However, a simple splash page with three or four links is tasteful and is the least spam-like way I have found and does not seem to offend anyone.

Unhappy clients will, of course, still happen. How you respond to them is all important, not just for the client, but your future clients who will read your response and see how you deal with complaints.

Apologize – it costs you nothing.

Try to resolve the issue – D’uh!

If you can’t resolve the issue – apologize again!

Do not get into a protracted fight online – would you rather be right or have an unhappy client, a bad review, and maybe worse? Genuinely apologize and try to make things right.

And never, never ever, send, say, or do anything that that you are not completely happy with being splashed all over the Internet. “If you take your review down we will give you your money back” means you care more about the bad review than the unhappy client. If the client deserves their money back – give them their money back!

I am a big fan of responding to even positive reviews – a simple thank you goes a long way. The interesting thing about responding to every review and trying to keep clients happy is that it is not just new clients that notice. Potential new employees use the tools available to them when researching their potential new employer. Those tools are Yelp and Google.

While I still hate Yelp – it really is a flawed product. It exists because customers used to basically be powerless. The balance may have shifted but I know at my business we try to solve issues, I know that we sometimes succeed and sometimes we fail. We are not perfect, but we have not stopped trying and I think even those that view us on Yelp can see it.

And I can live with that.

(Clicking on the image above will take you to Amazon where a tiny percentage goes to help fund my book buying habit.)

 

If you live in Las Vegas…Check!

Have an interest in management and business issues… Check!

And know a number of people in the Downtown / Zappos / entrepreneur community… Check!

Then you can’t help but have heard of Holacracy.

Normally the tones of conversations about Holacracy, and in particular of Zappos’s ’embrace it or leave’ offer to their staff, mix wonder and an unbelieving shake of the head normally reserved for parents of teenagers. This new book by Brian J. Robertson aims to change all that.

The funny thing is that it actually does a pretty good job.

The first real hint that there is more here than just a new business book, is in that the author has been involved in Lean software development and it is almost a throwaway comment- which is unfortunate. Lean is becoming a highly respected way of changing how companies work (please see my review of Lean Hospitals for a better explanation) and there are some interesting commonalities that someone, better versed in both than myself, needs to explore.

At its core, Holacracy is the deconstruction of work into roles, accountabilities, domains, and polices and giving employees the freedom, and the structure, to make modifications when “tensions” arise without the formal structure of supervisors and management. Interestingly, a lot of the housekeeping of Holacracy is in preserving the integrity of the process rather than the comfort of the employees. “It is difficult to hide from empowerment when the organizational process around you continually shines a light on your hiding place.”

Of course, if you are looking for things to turn you off such as parody worthy jargon; “In Tactical Meetings circle members use a fast-paced forum to deal with their ongoing operations, synchronize team members, and triage any difficulties that are preventing progress.” then you will find it. However, it is worth embracing one of the key conceits of the author when describing the adoption or even understanding of a system such as Holacracy: The rules of any game fade into the background when everyone knows what they are doing and how they should do it. It is only when someone breaks the rules, or does not know them well enough, that the rules come into sharp relief.

For those of us who are constantly looking to upgrade our management tool box, there is a lot you will recognize from other areas and other ideas what are worth re-purposing if a complete adoption of Holacracy is never even on your mind. The structured checkins at the beginning of meetings, for example, I am already planning on adopting along with the book’s strategy definition.

Of course, a book of this length (it is a short 200 pages that I read in a morning) can be nothing more than a appetizer or introduction to the world of Holacracy. I would have liked to have seen a few more diagrams and a decent FAQ section: The idea that the CEO of a company unadopt Holacracy at any time but is not above the rules is great to know; but would have been nicer to hear on page 10 rather than page 152!

My main criticism of the book, however, is in the field of Human Resources. What does the disciplinary process look like in a Holacracy? What does termination look like? How does that jive with legal and privacy issues? There is mention of compensation models, but these are brief and experimental at best.

There is something really interesting going on here with Holacracy and it deserves a more positive press that it currently seems to be receiving; hopefully this book will help change that.

But it is not a panacea – at least not yet.

But is is worth your time to find out why!

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