No, this is not a headline from one of those supermarket tabloids. This really did happen. One of my clients received a favorable determination from the EDD today. I had given up hope. I hate to admit it because I’m a lemonade kind of gal, but, really, after being told that an employee taking sales receipts (cash!) home over night instead of placing it in the safe was not grounds for dismissal, I thought: what’s it take these days?
But, after this decision, I no longer feel like I am in an asylum run by the patients. OK, that was over the top. Sorry. But in the irresponsible-with-money case we had documented earlier indiscretions, had demoted the employee, and had counseled him on expectations like working his shift instead of making up his own schedule. The money thing was the last straw.
I was told years ago by a former EDD employee not to lump a bunch of issues together when responding to an EDD inquiry about a dismissal – just explain the final incident. Be sure to indicate that the employee knew what was expected of him, that you had spoken with the employee the first time it happened, that you enforced the policy fairly, and that you were consistent with previous practices in doing so. Now I am rethinking that advice.
I was talking with another HR professional the other day (yes, this is what we talk about), and they said they received an unfavorable decision because they summarized 3 occurrences of the same policy violation, and the EDD told them they should have separated them. “They did this before?” “Yes, that’s what I said in my notes to you: 3 times”. “Did you talk to them each time?” “Yes, on the dates I indicated.” “Oh. You should have sent in 3 separate documents then.”
And how about the guy who sent his supervisor a threatening text message? Did we overreact when we let him go? I don't think so. Besides, sometimes, even if you end up having to pay for unemployment, it’s still cheaper than keeping the person on your payroll. And safer.
I can fully understand providing support to employees who are laid off or discharged through no fault of their own. A safety-net is a good thing. But is NO employee at fault?
So you can understand my delight today when my client called to say that the EDD told the former employee: “You were discharged from your last job with XYZ Company because your work did not meet your employer’s standards. You are not eligible for benefits.” (Cue Hallelujah Chorus)
There are 2 lessons here. The first one you know, but I am going to repeat it: 1) Document, document, document (on separate sheets of paper); and 2) All is not lost! It is still OK to discharge an employee who does not perform well.
If they take cash home, though, you may be on your own.
Thursday, April 22, 2010
Wednesday, April 14, 2010
"Can We All Just Get Along?"
If you are of a certain age you will know that the above quote came from Rodney King, lamenting the fact that he was beat up my the police, who were not punished for doing so. Good for him: rather than fan the fast-spreading flames, he took the high road. I find myself repeating Rodney's plea lately, when reflecting on the destructive dynamics among some of my clients' employees. Yes, I did place the apostrophe in the right place. I have 2 clients in 2 states, experiencing similar conflicts among coworkers.
My brother says I should lock them both in a room and tell them they can't come out until they have agreed to get along. A more traditional approach is to sit down with them and attempt to mediate their concerns, make sure both feel "heard", and then . . . well, I guess, then you sit together until they agree to get along.
It sure isn't simple: if I take sides I am condemning one to a miserable work experience and not facilitating the other's growth. If I tell them they are acting like spoiled children (my brother's other suggestion) I have probably inspired them to dig their heels in harder. Have you ever seen a 35 year old pout? (Shudder)
All 4 employees add value to their organizations. Each has strengths that serve the organizations' missions. All 4 need their jobs.
So -- you are the boss: what do you do? (Oh, you thought I was going to solve this conundrum? Nope -- your turn. What say you?
My brother says I should lock them both in a room and tell them they can't come out until they have agreed to get along. A more traditional approach is to sit down with them and attempt to mediate their concerns, make sure both feel "heard", and then . . . well, I guess, then you sit together until they agree to get along.
It sure isn't simple: if I take sides I am condemning one to a miserable work experience and not facilitating the other's growth. If I tell them they are acting like spoiled children (my brother's other suggestion) I have probably inspired them to dig their heels in harder. Have you ever seen a 35 year old pout? (Shudder)
All 4 employees add value to their organizations. Each has strengths that serve the organizations' missions. All 4 need their jobs.
So -- you are the boss: what do you do? (Oh, you thought I was going to solve this conundrum? Nope -- your turn. What say you?
Friday, March 26, 2010
Lindsey Lohan and homelessness
OMG!! Did you hear that Lindsey Lohan is suing E-Trade for mocking her in one of their clever baby e-trader commercials? You know the commercial – a girl baby asks the boy baby e-trader if “that milkaholic, Lindsey” spent the night with him. Be honest – did that make you think of Lindsey Lohan? Drinking milk? Onterested in the stock market? Really?
Of course, it may be that Lindsey (the older one, not the milkaholic) and her dad are following that old rule that any publicity is good publicity. But, really: even publicity that makes you looks like an idiot? And now I will think of her every time I see that commercial, which really makes me mad. That was one of very few commercials I didn't speed past with my TIVO.
So I contrast this “news item” with another I came across on the same day: the 2009 San Luis Obispo, CA, County Homeless Enumeration Report. Now here is some information worth our attention.
What does this report have to do with employee-employer relations? Almost 20% of the county’s homeless have jobs. I don’t know if they are part-time or full-time or what, but 9% of respondents said they live in San Luis Obispo county because they have a job. Not because of the great homeless services, not because of the weather, but because they have a job. So, stereotypes be damned.
Some local employers have workers with no place to go at night, and the impact this one fact has on productivity, absenteeism, and morale can be significant.
Almost half of the homeless respondents with jobs work in construction: that can’t feel very secure about now. A third work in retail: not the best pay around, even though the great majority of our homeless have at least a high school diploma and a third have attended college.
I guess I would know if one of my employees did not have a home to go to. Wouldn’t I? What would be the signs? Dress and grooming? Sure, if they are one of the 46% who sleep in a vehicle or outside at night. Lack of engagement? Easy to believe they would have things other than work on their minds, especially if they are part of the 29% who are responsible for one or more children. (Of the 1372 children and teens counted on this January day in 2009, 384 were not in school.)
What are their special needs? I can’t expect them to advance any business expenses and wait for reimbursement, so does that limit which position they can fill? If you don’t have an address can you get a driver’s license? They can’t drive for me if they can’t afford insurance. That means they can’t run company errands: another limitation to their employment? What about a phone?
And what are my obligations as an employer if I do know that an employee is homeless? Nothing legal as far as I know. That milkaholic Lindsey certainly has a sense of entitlement, but homelessness is not a “protected class”. That’s for sure.
Of course, it may be that Lindsey (the older one, not the milkaholic) and her dad are following that old rule that any publicity is good publicity. But, really: even publicity that makes you looks like an idiot? And now I will think of her every time I see that commercial, which really makes me mad. That was one of very few commercials I didn't speed past with my TIVO.
So I contrast this “news item” with another I came across on the same day: the 2009 San Luis Obispo, CA, County Homeless Enumeration Report. Now here is some information worth our attention.
What does this report have to do with employee-employer relations? Almost 20% of the county’s homeless have jobs. I don’t know if they are part-time or full-time or what, but 9% of respondents said they live in San Luis Obispo county because they have a job. Not because of the great homeless services, not because of the weather, but because they have a job. So, stereotypes be damned.
Some local employers have workers with no place to go at night, and the impact this one fact has on productivity, absenteeism, and morale can be significant.
Almost half of the homeless respondents with jobs work in construction: that can’t feel very secure about now. A third work in retail: not the best pay around, even though the great majority of our homeless have at least a high school diploma and a third have attended college.
I guess I would know if one of my employees did not have a home to go to. Wouldn’t I? What would be the signs? Dress and grooming? Sure, if they are one of the 46% who sleep in a vehicle or outside at night. Lack of engagement? Easy to believe they would have things other than work on their minds, especially if they are part of the 29% who are responsible for one or more children. (Of the 1372 children and teens counted on this January day in 2009, 384 were not in school.)
What are their special needs? I can’t expect them to advance any business expenses and wait for reimbursement, so does that limit which position they can fill? If you don’t have an address can you get a driver’s license? They can’t drive for me if they can’t afford insurance. That means they can’t run company errands: another limitation to their employment? What about a phone?
And what are my obligations as an employer if I do know that an employee is homeless? Nothing legal as far as I know. That milkaholic Lindsey certainly has a sense of entitlement, but homelessness is not a “protected class”. That’s for sure.
Monday, March 8, 2010
Texting: The Key to Controlling the Latest Distraction
Necessity may be the mother of invention, but sneakiness is the father. Just ask any employer who is trying to curb the use of iPhones and Blackberries in the workplace. Some employees are so good at texting that they can do it without looking. Secret Texting could be the next Olympic sport: “Look at that! A 360 behind the back twist while checking movie times in his sweatshirt pocket! That should rate at least a 56.7, Bob”.
Employers have to decide if they want to keep employees from checking in with their BFF while they should be helping customers. Diligent, consistent enforcement is going to be key. Some outlaw cell phones altogether. Not allowed in the building. If you can’t live without your phone, you should get a job at the phone company. The thinking here: if it ain’t within reach it can’t be used. Other employers have decided to allow their employees to text while on breaks: they figure if they offer a time for their use, the employee will wait until then. Hmmm.
Lawsuits are appearing in this arena: blogging nasty things about your boss, hackers in your social media site, freedom of speech, and privacy issues are all in play. If an employee texts f-worded threats to his supervisor for changing his schedule is that free speech? If an employee is fired for no-call, no-show, but says she texted her boss that she was sick, is that sufficient notice? Should she be reinstated? If the employee agrees to pay for text characters over a certain limit on the company’s phone, can the company limit what is said or is this a privacy issue?
I tell my clients that this is just the latest distraction at work. Be consistent or you can’t expect compliance. Do you allow personal phone calls? Are friends allowed to come visit your employees while they are on the clock? Do you care if your employees come in a few minutes late or are you a stickler for being on time? Do you have filters on the computers so that your staff cannot access porn sites and Facebook? How much control do you want over the myriad distractions in the workday? When you know the answer to this question, then you will know the policy you need to put into place.
Here are two abbreviated samples:
1). Engaging in social networking and texting during your day can negatively impact your productivity and work performance. Therefore it is your responsibility to regulate your social networking and texting so that it does not impact your productivity or cause you performance issues.
2). Employee’s own electronic media is not to be used during work hours on the work premises under any circumstances. Texting and the use of Internet based programs such as Facebook, [etc.] is a violation of Company policy and use of these programs either on Company owned property or on your personal property during work hours on the work premises can result in discipline up to and including termination.
In either case, consistent enforcement – as always – is key.Let me know what you think.
Employers have to decide if they want to keep employees from checking in with their BFF while they should be helping customers. Diligent, consistent enforcement is going to be key. Some outlaw cell phones altogether. Not allowed in the building. If you can’t live without your phone, you should get a job at the phone company. The thinking here: if it ain’t within reach it can’t be used. Other employers have decided to allow their employees to text while on breaks: they figure if they offer a time for their use, the employee will wait until then. Hmmm.
Lawsuits are appearing in this arena: blogging nasty things about your boss, hackers in your social media site, freedom of speech, and privacy issues are all in play. If an employee texts f-worded threats to his supervisor for changing his schedule is that free speech? If an employee is fired for no-call, no-show, but says she texted her boss that she was sick, is that sufficient notice? Should she be reinstated? If the employee agrees to pay for text characters over a certain limit on the company’s phone, can the company limit what is said or is this a privacy issue?
I tell my clients that this is just the latest distraction at work. Be consistent or you can’t expect compliance. Do you allow personal phone calls? Are friends allowed to come visit your employees while they are on the clock? Do you care if your employees come in a few minutes late or are you a stickler for being on time? Do you have filters on the computers so that your staff cannot access porn sites and Facebook? How much control do you want over the myriad distractions in the workday? When you know the answer to this question, then you will know the policy you need to put into place.
Here are two abbreviated samples:
1). Engaging in social networking and texting during your day can negatively impact your productivity and work performance. Therefore it is your responsibility to regulate your social networking and texting so that it does not impact your productivity or cause you performance issues.
2). Employee’s own electronic media is not to be used during work hours on the work premises under any circumstances. Texting and the use of Internet based programs such as Facebook, [etc.] is a violation of Company policy and use of these programs either on Company owned property or on your personal property during work hours on the work premises can result in discipline up to and including termination.
In either case, consistent enforcement – as always – is key.Let me know what you think.
Wednesday, February 17, 2010
Leadership and Love
A lingering cliché is that of the weary worker coming home after a long day at “the plant” and kicking the dog. All those long-suffering Ralph Kramdens shouting “To the moon, Alice” at their (also long-suffering) wives. And the executive who wants his wife to meet him at the door with a martini and then keep the kids quiet and out of the way until he’s had a chance to relax and read the paper. Did all of our parents hate their jobs? Did our grandparents stay in jobs for 40 years only to receive that gold watch at the end of a life full of “thank God it’s Friday’s?”
Was it after the downsizing of the 80’s that we realized that if we cannot rely on an employer to always be there then we’d better not let our jobs define us? So now we have a generation of workers who do not hesitate to change jobs for any number of reasons. Don’t get along with your boss? See ya. Sink in the bathroom stopped up again? ‘Bye. One wonders if our current high unemployment means workers will stay in hated jobs again.
Then again, some people love their jobs. Love them. Can you imagine? Recent studies show job satisfaction dropping like a rock, but a popular management parable claims loving your job is possible, and helping you fall in love with your job is the responsibility of your supervisor.
The Radical Leap, by Steve Farber, is one of those little management books, like the One Minute Manager and Who Moved My Cheese, that provides lessons in the form of parables. My ear worn copy of this story about a wise surfer (seriously) is still close at hand, long after I stopped caring about my cheese and I listed reading it among the 12 suggestions for employer/supervisors wanting to improve the workplace in my December 29 blog.
The message here is that a true leader will inspire his or her employees to achieve success for themselves and the business by cultivating love: “Love of what future we create together, love of what principles we live out, love of what people I have around me, what they want for their lives, what customers I have and might have in the future if I am smarter, faster, and more creative in serving their needs. Love for the impact we have on their lives and the world as a whole, for what our business really is and what we really do at work every day.”
How’s’ that for an audacious attitude? The wise surfer says that love creates the boundless energy necessary to inspire the courage needed to overcome the fear that can cripple us. Michael Gunther, of San Luis Obispo-based Collaboration addressed the importance of attitude in the Tolosa Press a few weeks ago. We know it is going to take something special for our businesses to thrive this year, so we might as well try love.
What do you think?
Was it after the downsizing of the 80’s that we realized that if we cannot rely on an employer to always be there then we’d better not let our jobs define us? So now we have a generation of workers who do not hesitate to change jobs for any number of reasons. Don’t get along with your boss? See ya. Sink in the bathroom stopped up again? ‘Bye. One wonders if our current high unemployment means workers will stay in hated jobs again.
Then again, some people love their jobs. Love them. Can you imagine? Recent studies show job satisfaction dropping like a rock, but a popular management parable claims loving your job is possible, and helping you fall in love with your job is the responsibility of your supervisor.
The Radical Leap, by Steve Farber, is one of those little management books, like the One Minute Manager and Who Moved My Cheese, that provides lessons in the form of parables. My ear worn copy of this story about a wise surfer (seriously) is still close at hand, long after I stopped caring about my cheese and I listed reading it among the 12 suggestions for employer/supervisors wanting to improve the workplace in my December 29 blog.
The message here is that a true leader will inspire his or her employees to achieve success for themselves and the business by cultivating love: “Love of what future we create together, love of what principles we live out, love of what people I have around me, what they want for their lives, what customers I have and might have in the future if I am smarter, faster, and more creative in serving their needs. Love for the impact we have on their lives and the world as a whole, for what our business really is and what we really do at work every day.”
How’s’ that for an audacious attitude? The wise surfer says that love creates the boundless energy necessary to inspire the courage needed to overcome the fear that can cripple us. Michael Gunther, of San Luis Obispo-based Collaboration addressed the importance of attitude in the Tolosa Press a few weeks ago. We know it is going to take something special for our businesses to thrive this year, so we might as well try love.
What do you think?
Monday, February 1, 2010
Doppledanger Week on Facebook
What a fun idea: in the place of your profile picture, this week, place the photo of someone famous you (supposedly) look like. I have seen some hilarious postings -- and I got most my laughs before I knew what my nephew was doing -- I thought I needed my eyes checked!
Can we do something similar with our employees? They could pretend to be someone else this week: your attendence slacker could pretend to be the employee that arrives early every day; the complainer can take on the persona of the easy-going guy; etc. I think I'd like to replace the drama queen with someone who minds their own business.
Ideas?
Can we do something similar with our employees? They could pretend to be someone else this week: your attendence slacker could pretend to be the employee that arrives early every day; the complainer can take on the persona of the easy-going guy; etc. I think I'd like to replace the drama queen with someone who minds their own business.
Ideas?
Friday, January 15, 2010
A Year’s Worth of Resolutions for Employees
A few weeks ago I listed 12 resolutions for business owners, managers, & supervisors to adopt in 2010. Sure it was audacious, but aren’t all such lists at this time of the year? Not to be left out, employees now have a list for themselves. As with the other one, the hope is that working these concepts and activities into your worklife will result in a happier and more productive you.
So here goes:
1. Discover your strengths: remember the book: “Do What You Love and the Money Will Follow”? Same concept. There is something magical about it.
2. Leave your personal life at the door: think of it as a respite, an oasis if you must, but personal problems only muck up the workplace.
3. List what you can do to add (more) value to the organization: the boss may not realize all you can offer. Once you know what you can add, go tell the boss.
4. What can you take off your supervisor’s plate? Another boss-pleaser.
5. Find a “junior” employee to mentor: even if you are not a Baby Boomer who plans to retire soon, mentoring someone places you in a position of leadership, ready to be promoted.
6. Realize that you’re in charge of your own morale: are you waiting for management to “do something” about morale around here? Wrong.
7. Determine the temperament of your supervisor: figure out how he or she thinks; what kinds of projects they prefer? This knowledge will help you know how to communicate with them better.
8. Think about what you can do to ensure a respectful work environment: are tasteless jokes and emails running through the office? Knock it off. Be professional: you can still be friendly.
9. Take a class or training that will help you do your job better: stretch your knowledge and abilities. Now you are more valuable to the company.
10. Teach your new skills/knowledge to your coworkers. This ensures you have mastered the info and places you in a leadership position even if you don’t have the title.
11. Make sure your heart is in your work: Are you bringing yourself fully and gratefully into everything you do? What would it take for that to happen? Is this an alien concept for you to consider? Older generations stayed for decades in jobs they hated, these days employees jump around at the drop of a hat. Bring your heart to your work.
12. Talk with your supervisor about the big picture: one of the biggest differences between your job and your boss’ is that their view of the company is holistic. It is referred to as the view from 30,000 feet, where they can see the flow, what’s coming and going, what’s on the “horizon”. You, however, are in the “trenches”, as the metaphor marches on. What’s it like from their perspective?
There you have it. It can be a great 2010: a year of growth for you and better awareness of your value for your boss. Enjoy!
So here goes:
1. Discover your strengths: remember the book: “Do What You Love and the Money Will Follow”? Same concept. There is something magical about it.
2. Leave your personal life at the door: think of it as a respite, an oasis if you must, but personal problems only muck up the workplace.
3. List what you can do to add (more) value to the organization: the boss may not realize all you can offer. Once you know what you can add, go tell the boss.
4. What can you take off your supervisor’s plate? Another boss-pleaser.
5. Find a “junior” employee to mentor: even if you are not a Baby Boomer who plans to retire soon, mentoring someone places you in a position of leadership, ready to be promoted.
6. Realize that you’re in charge of your own morale: are you waiting for management to “do something” about morale around here? Wrong.
7. Determine the temperament of your supervisor: figure out how he or she thinks; what kinds of projects they prefer? This knowledge will help you know how to communicate with them better.
8. Think about what you can do to ensure a respectful work environment: are tasteless jokes and emails running through the office? Knock it off. Be professional: you can still be friendly.
9. Take a class or training that will help you do your job better: stretch your knowledge and abilities. Now you are more valuable to the company.
10. Teach your new skills/knowledge to your coworkers. This ensures you have mastered the info and places you in a leadership position even if you don’t have the title.
11. Make sure your heart is in your work: Are you bringing yourself fully and gratefully into everything you do? What would it take for that to happen? Is this an alien concept for you to consider? Older generations stayed for decades in jobs they hated, these days employees jump around at the drop of a hat. Bring your heart to your work.
12. Talk with your supervisor about the big picture: one of the biggest differences between your job and your boss’ is that their view of the company is holistic. It is referred to as the view from 30,000 feet, where they can see the flow, what’s coming and going, what’s on the “horizon”. You, however, are in the “trenches”, as the metaphor marches on. What’s it like from their perspective?
There you have it. It can be a great 2010: a year of growth for you and better awareness of your value for your boss. Enjoy!
Tuesday, January 5, 2010
Employer Resolutions for the New Year
Forgive me: I cannot resist the urge to jump on the New Year’s LIST bandwagon. At this time of year we see countless TOP 100 Lists: books, movies, U-tube videos, excuses for missing school or work, and on and on. That’s not the bandwagon of which I speak, although it might be fun to see what list I could come up with: The Top 100 HR Conundrums. Now, that’d be interesting reading.
Nope, I am all over lists of New Year’s Resolutions. For the employer and the employee. In this column we’ll list 12 things an employer/supervisor can do to improve the workplace and their experience in it. Next column will contain a similar list for employees. I made the list include 12 things, but not so you rush through them like the 12 Days of Christmas. (OH! That’s another great idea: “The 12 Days of HR”. “Five golden parachutes!”) Anyway, I picked 12 things because you may want to take a month for each one to be accomplished or developed into a habit.
In no particular order, here are things an employer and/or supervisor can resolve to do during 2010:
1. Determine the temperaments of your employees: once you know how they process information you can more effectively match their work assignments.
2. Discover the strengths of your employees: build on these strengths and find ways to work around their weaknesses. This will result in better results for all.
3. Greet them every day: not as obvious as you might think. It matters.
4. Ask them what will keep them working for you: discover what turns them on about working for you.
5. Ask them what would prompt them to leave: don’t wait for the exit interview to find out what you could have done to retain good employees.
6. Read The Radical Leap, by Steve Farber: it defines leadership as cultivating love in order to generate boundless energy and inspire courageous audacity.
7. Learn how to delegate: no, it is not dumping, and you do have to follow up. It is great for both parties and the business.
8. Re-read the One Minute Manager: the simplest management book and still one of the best.
9. Determine your temperament: oh yeah, you should know how you process information and communicate, too.
10. Evaluate the makeup of your workforce for diversity: the most successful companies draw on the talents of a diverse workforce.
11. Review your Employee Handbook: does it reflect the company’s personality? Toss out anything that doesn’t sound like you (except the legal stuff). Do you really need that long list of ways to get fired?
12. Have every employee write their job description: does it match what you think they are doing? What they should be doing?
OK, that’s it. Let me know what you think. What I think is that in 12 months you will have a happier and more productive workforce made up of employees who love what they do. Happy New Year!
Nope, I am all over lists of New Year’s Resolutions. For the employer and the employee. In this column we’ll list 12 things an employer/supervisor can do to improve the workplace and their experience in it. Next column will contain a similar list for employees. I made the list include 12 things, but not so you rush through them like the 12 Days of Christmas. (OH! That’s another great idea: “The 12 Days of HR”. “Five golden parachutes!”) Anyway, I picked 12 things because you may want to take a month for each one to be accomplished or developed into a habit.
In no particular order, here are things an employer and/or supervisor can resolve to do during 2010:
1. Determine the temperaments of your employees: once you know how they process information you can more effectively match their work assignments.
2. Discover the strengths of your employees: build on these strengths and find ways to work around their weaknesses. This will result in better results for all.
3. Greet them every day: not as obvious as you might think. It matters.
4. Ask them what will keep them working for you: discover what turns them on about working for you.
5. Ask them what would prompt them to leave: don’t wait for the exit interview to find out what you could have done to retain good employees.
6. Read The Radical Leap, by Steve Farber: it defines leadership as cultivating love in order to generate boundless energy and inspire courageous audacity.
7. Learn how to delegate: no, it is not dumping, and you do have to follow up. It is great for both parties and the business.
8. Re-read the One Minute Manager: the simplest management book and still one of the best.
9. Determine your temperament: oh yeah, you should know how you process information and communicate, too.
10. Evaluate the makeup of your workforce for diversity: the most successful companies draw on the talents of a diverse workforce.
11. Review your Employee Handbook: does it reflect the company’s personality? Toss out anything that doesn’t sound like you (except the legal stuff). Do you really need that long list of ways to get fired?
12. Have every employee write their job description: does it match what you think they are doing? What they should be doing?
OK, that’s it. Let me know what you think. What I think is that in 12 months you will have a happier and more productive workforce made up of employees who love what they do. Happy New Year!
Tuesday, December 29, 2009
The Memo Condundrum
Remember my short and abrupt memo from a few weeks ago? It is still on my mind. No personal use of company email. Period. I sound like a Nazi English teacher.
I wanted to leave no room for misunderstanding, but in doing so I took the humanity out of it. It is not just about clarity and well-defined rules: it sounds terrible. It reads like a rule for a 3 year old. End of discussion.
I guess what it comes down to is whether I trust the staff to use their own good judgment about what is appropriate use of company email. Some personal use is to be expected, I guess, but I still don’t think it belongs in the company server. And the memo was in response to a department head who said her staff needed to be reminded about personal use and language. Maybe I should have sent the memo just to her staff. And I could have addressed the specifics that prompted her to call me. Oh, sure, now I think of it!
But back to the black & white rule vs. the “use your good judgment” rule. Employers have learned that for most employees, treating them with some leeway for decision making and creativity results in more engaged, productive, and happy employees. All good. It takes hiring the right ones in the first place, but we’ve discussed all that. Setting hard & fast rules squelches creativity and imitative: so if you need neither, I guess it is OK. But don’t your employees feel like they’re being treated like children? “Don’t cross the street” is a no room for argument rule designed to keep your child safe. Other than safety regs, is there really a business equivalent?
Ignoring the grey areas ignores the humanity involved. Latitude is often a good thing when dealing with employees. Except when it is favoritism or discrimination and you get sued. You see the problem?
Welcome to the wonderful world of human resources.
So here goes:
MEMO REGARDING USE OF COMPANY EMAIL
As you all know, the email system is company property and, as such, must be used for company business and in line with the company’s values, especially “Respect for all.”
Some recent emails have contained unprofessional and disrespectful language, and that is absolutely not OK. If you have a problem with a coworker please bring it to my attention so that it can be addressed responsibly.
Other recent emails have been jokes that are not appropriate for the workplace, and those have to stop, too. No one will think you are a social outcast if you delete a joke email. In fact, if you receive something of that nature from a friend, get them to change your email address on their list to your home address.
Final point: email contents are discoverable for lawsuits and therefore the company needs to have access to them at all times. You should have no expectation of privacy when using the company email system.
Any questions? See me.
Yeah, that’s better.
I wanted to leave no room for misunderstanding, but in doing so I took the humanity out of it. It is not just about clarity and well-defined rules: it sounds terrible. It reads like a rule for a 3 year old. End of discussion.
I guess what it comes down to is whether I trust the staff to use their own good judgment about what is appropriate use of company email. Some personal use is to be expected, I guess, but I still don’t think it belongs in the company server. And the memo was in response to a department head who said her staff needed to be reminded about personal use and language. Maybe I should have sent the memo just to her staff. And I could have addressed the specifics that prompted her to call me. Oh, sure, now I think of it!
But back to the black & white rule vs. the “use your good judgment” rule. Employers have learned that for most employees, treating them with some leeway for decision making and creativity results in more engaged, productive, and happy employees. All good. It takes hiring the right ones in the first place, but we’ve discussed all that. Setting hard & fast rules squelches creativity and imitative: so if you need neither, I guess it is OK. But don’t your employees feel like they’re being treated like children? “Don’t cross the street” is a no room for argument rule designed to keep your child safe. Other than safety regs, is there really a business equivalent?
Ignoring the grey areas ignores the humanity involved. Latitude is often a good thing when dealing with employees. Except when it is favoritism or discrimination and you get sued. You see the problem?
Welcome to the wonderful world of human resources.
So here goes:
MEMO REGARDING USE OF COMPANY EMAIL
As you all know, the email system is company property and, as such, must be used for company business and in line with the company’s values, especially “Respect for all.”
Some recent emails have contained unprofessional and disrespectful language, and that is absolutely not OK. If you have a problem with a coworker please bring it to my attention so that it can be addressed responsibly.
Other recent emails have been jokes that are not appropriate for the workplace, and those have to stop, too. No one will think you are a social outcast if you delete a joke email. In fact, if you receive something of that nature from a friend, get them to change your email address on their list to your home address.
Final point: email contents are discoverable for lawsuits and therefore the company needs to have access to them at all times. You should have no expectation of privacy when using the company email system.
Any questions? See me.
Yeah, that’s better.
Friday, December 18, 2009
TO MEMO OR NOT TO MEMO
I wrote a memo to our staff last week, and I am wondering if it was too abrupt. It concerned emails. One of the department managers contacted me that her staff needed reminding about appropriate use of company email, and I knew of another inappropriate email that had come through from another employee, so I jumped right on it.
I usually write a short memo, and this was no exception. I did, however, add another section of explanation for those who like their memos longer and more detailed. But I thought the message was clear cut, and sometimes when you try to explain something simple you just end up making it more complicated.
Here it is: Do not use company email for anything that is not the business of the company. Period. And word every email with respect. No name-calling. Ever. Or company secrets.
What do you think? Too black & white? That’s what I am afraid of. I send emails all day long that only tangentially concern United Staffing: to the Chamber, to HRACC or Rotary members. Turning in my Tolosa columns. So did I just write myself a memo telling me I can’t do that anymore?
Why did I go so inflexible when I know better? I know that employee handbook policies should be written as guidelines to follow, but never so detailed as to leave no room for on-the-spot management decision making. Even a “zero tolerance” policy against harassment shouldn’t mean that every offense will be met with immediate termination. Only that every offense will be met with appropriate discipline that may include termination. The point in zero tolerance is that nobody gets a mulligan when it comes to harassment. HR has never been a rigid arena, so what was I thinking?
By the way, I have had no second thoughts about the second part of my memo: that dealt with respectful language. Email is forever and can come back to punish you for thoughtless (or worse) language. I have been told by more than one attorney that the delete button is a ruse, designed to provide a false sense of security in the user. Besides, if you are enforcing respectful language and treatment in the workplace, it should include emails, too.
Our company policies are clear on the subject of emails and doing personal business while at work, so my memo was meant as a reminder, and I attached a copy of both policies (again, for those who like to see the source and read the fine print.) Is it a zero tolerance policy about personal use of email, though? Or is a “reasonable” amount OK? Courts, you know, have the reasonable person criteria for evaluating an issue: what would a reasonable person feel about it? Know any who sit on juries? But I digress.
In my attempt to be clear I feel I have been unreasonable. Certainly unrealistic. And an unrealistic policy is usually not enforceable. Great: I have accomplished the exact opposite of my intention and have to write another memo explaining what I meant in the first place. But maybe I’ll have someone else draft it.
I usually write a short memo, and this was no exception. I did, however, add another section of explanation for those who like their memos longer and more detailed. But I thought the message was clear cut, and sometimes when you try to explain something simple you just end up making it more complicated.
Here it is: Do not use company email for anything that is not the business of the company. Period. And word every email with respect. No name-calling. Ever. Or company secrets.
What do you think? Too black & white? That’s what I am afraid of. I send emails all day long that only tangentially concern United Staffing: to the Chamber, to HRACC or Rotary members. Turning in my Tolosa columns. So did I just write myself a memo telling me I can’t do that anymore?
Why did I go so inflexible when I know better? I know that employee handbook policies should be written as guidelines to follow, but never so detailed as to leave no room for on-the-spot management decision making. Even a “zero tolerance” policy against harassment shouldn’t mean that every offense will be met with immediate termination. Only that every offense will be met with appropriate discipline that may include termination. The point in zero tolerance is that nobody gets a mulligan when it comes to harassment. HR has never been a rigid arena, so what was I thinking?
By the way, I have had no second thoughts about the second part of my memo: that dealt with respectful language. Email is forever and can come back to punish you for thoughtless (or worse) language. I have been told by more than one attorney that the delete button is a ruse, designed to provide a false sense of security in the user. Besides, if you are enforcing respectful language and treatment in the workplace, it should include emails, too.
Our company policies are clear on the subject of emails and doing personal business while at work, so my memo was meant as a reminder, and I attached a copy of both policies (again, for those who like to see the source and read the fine print.) Is it a zero tolerance policy about personal use of email, though? Or is a “reasonable” amount OK? Courts, you know, have the reasonable person criteria for evaluating an issue: what would a reasonable person feel about it? Know any who sit on juries? But I digress.
In my attempt to be clear I feel I have been unreasonable. Certainly unrealistic. And an unrealistic policy is usually not enforceable. Great: I have accomplished the exact opposite of my intention and have to write another memo explaining what I meant in the first place. But maybe I’ll have someone else draft it.
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