Colour My World

Know your audience.  I can’t tell you how many times that advice has come out of my mouth.  Very often, people get too comfortable too fast.  Quick rapport development is an appealing quality, to be sure, but not at the sacrifice of the demeanor of the formation.

Lots of locker room talk consideration over the past couple of weeks in light of the Donald Trump hot mic bus recordings being released.  He and Billy Bush quickly established a “buddy” relationship.  And while, the majority of response has been to condemn the words along with sentiment and systemic treatment of women, it would be unwise to consider it in such a small context.  Trump’s words have been repeated in locker rooms since I was old enough to change for gym class right up through board rooms since I was experienced enough to have an executive role. 

Period movies and television shows from the 50’s and early 60’s show the dichotomy of family life and business life.  The male character is a member of the 1^st Baptist or Presbyterian church in town with his wife and kids; they raise their kids to be good Americans, respectful students and to be seen and not heard.  At work, that same male may participate in an affair with his secretary, in shady business dealings to undercut another within the company, and in drinks at 3PM to discuss work and women with his boss.  Very stereotypical, I know, but much of the content and context in those period dramas.

Our audience is no longer known by look alone.  White boys chatting it up about a woman’s anatomy and ability to score isn’t an inclusive strategy for corporate culture.  You cannot make a decision just based upon look as our workplace is no longer a homogeneous pool.  And further, those who do look the same as you aren’t necessarily coming from the same background as you.  It’s a whole new world.  And whether it’s Donald Trump on a bus or Bill Clinton on a golf course, any commentary based upon those assumptions is more than unwise; it’s deadly to our culture.

In the small kingdoms we manage in our workplaces, we may not be able to change the world, but we can influence one sphere.  Of course, the liability around harassment is evident.  It’s not okay to allow language that demeans and cheapens another, whether based on sex, race, religion, medical history, orientation or age, to permeate a workplace.  It’s illegal, if not federally, then likely on a state level.  You have a responsibility to protect the company you represent.  Work for change to minimize such liability.

And yet, as people we may have a deeper responsibility than merely the law.  What are we telling the future about us?  Our ability to engage at this level is just what a role in management and in human resources should be focused upon.  Process improvement, sales objectives and growth planning are necessary and the core duty for some of you.  Don’t disregard those needs.  Yet, those strategies and duties can be offered in a better context. 

The drum beating for employee engagement is loud.  To what are we asking them to engage?  Our company?  OK.  So, what is our company like?  Do you really want them to be engaged in and to it?  Think of it as you might a romantic relationship.  As things progress, your love interest gets to see your quirks about washing dishes, doing laundry, cleaning, grocery shopping, etc.  This person, also, experiences you more fully, warts and all.  That relationship will likely require you to change some things – maybe you need to make the bed, to put your dishes in the dishwasher instead of the sink, to throw out your porn.  Whatever you need to do, you may do to make the environment for your relationship bloom and grow more. 

Those same considerations at the workplace should occur (If you have porn at the workplace…yikes.  Let’s talk offline).  What is the willingness of the executive team to sacrifice to allow the relationship of the company and its employees to bloom and grow?  If it’s locker room talk that needs to be addressed, then let it go.  Don’t make excuses for it.  Uncover biases and systemic limiters, and then remove them.  Inclusivity is a popular term, and a respectable one, but to what are we including people?  Once they see it, they may not want to be included.  What a sad possibility.  But it’s correctable.

It’s important to remember that this is not about politics.  That may have been the most recent context we’re seeing, but it’s not the only environment where such a lack of care about people is evident.  Our workplaces may be run by locker room talking, “real housewives” attitude-mongering, bulldozing leaders.  Confront it.  Categorizing people or a person in an unhealthy or demeaning manner is unacceptable.  Act upon it and work for change.

My life is full of strong women, Christians, disabled individuals, gay men, multi-cultural heritages and races.  I like them each individually.  And though I may look like you, please don’t come to me to share in a negative view or a demeaning approach regarding any of them or what they “represent.”  It’s not funny.  

I Fought the Law

Try to watch “Law and Order” as if you’ve never seen an episode before.  Pretend like those two Bum-Bumps are the first time you’ve heard them.  It’s fascinating to watch the entire hour and see how the two detectives process the investigation which typically leads to the court case.  I used to watch the original “Law and Order” religiously.  Yes, I know that there are SVU, CI, SUV and hybrid versions, but I was a fan of the original.  The course of action taken by the detectives is methodical, a bit stale and thorough, but it works.

For the employee who comes to the HR department with a complaint, inquiry or charge, there is an expectation for answers and investigation.  HR loves the answers, but perhaps to a fault.  Our ability to provide solution to the complaint may not really handle the issue at hand.  The employee can feel his/her issue has been minimized as he/she leaves your office (or cubicle area or working table or Segway mobile office).  Are we satisfied with just an “answer” or do we need to spend time trying to understand where this issue comes from?

Honestly, there are times that a simple answer is all that is needed.  Let’s not make a mountain out of molehill.  If someone comes to complain about not being off for Arbor Day, that may be a very quick conversation.  Something like, “I’m sorry that you’d like the company to be closed for Arbor Day, but if you have PTO available to you, perhaps you could plan on using some in order to spend time planting trees to honor the day.”  Smile sincerely and usher them out.  Close the door and reflect on why you’ve chosen the career you have.  After a few minutes, you’ll be back at it!

But what about the ones that take a bit more?  If an employee asks about hours not paid on a paycheck, then perhaps a quick look at the time system, finding where the data was corrupt or not transferred into payroll will prevent the occurrence in the future.  Perhaps there is a bit of management training needed.  Perhaps the employee needs a reminder on the time clock.  Perhaps it’s a one-time Gremlin in the system.  All it would take is a little bit of research mixed with a little bit of conversation and/or training.

And then, there are the ultimate investigations, such as harassment, discrimination or theft.  A process for this investigation should be in place.  What will it take for the company to handle the claims presented?  Is there a path to follow?  No? 

There are components of good investigation that are universal.  Try to work within a flow of process in those components in order to gather the information needed.  An investigation is serious and it does require professionalism in approach.  If you are the HR person who would lead or conduct the investigation, have you established yourself in the company as someone capable of such work?  If you’ve been relegated or allowed yourself to be relegated to the party-planning HR person or the gossip-laden HR person, then it’s not likely that you’ll gather all of the data necessary in your investigation.

Staff may not be able to draw a line between the “Buddy HR” person and the “Detective HR” person you’re trying to be.  That is a tall order.  As such, determine whether outside help might be needed.  Does your process allow for this possibility?  Between the HR role played, the characters in the investigation and the subject matter involved, an outside expert might be the most beneficial for the organization.  Be okay with letting someone in.  It’s not about dirty laundry but about ascertaining the truth and finding solution, however difficult that may be.

Be clear, too, in the fact that you will need to speak with others.  When an employee starts his/her complaint to you with “Please don’t say anything, but…”, you can be sure that you’re likely going to need to say something to someone else.  A true investigation will need facts and accounts from all parties named and involved.  Keeping this between us is not possible, let alone the matter of law that may be in play.  Disclosure may be required.  Consult your counsel if you have questions in any of these areas.  Likely an attorney will tell you that you cannot promise to keep what’s shared only between you two.

There are great resources available to you to help with investigation.  Take the time to research and develop a plan prior to needing a plan.  You will be able to approach plan development with less stress and with more clarity of thought.  Talk to your senior team, your counsel, your HR colleagues in other companies, your SHRM group…anyone who has been through developing a process.  Learn from their victories and hiccups.

And while it may not be the wisest to wear a badge around the office as if you’re the cop on duty, you should establish yourself as being an integral part of the investigative process at your company.  Just pin the badge on the inside of your suit coat or sweater.  You can know it’s there.  Bum-Bump.

Make It Like It Was

I spoke with a business owner recently (normal, I know).  He’s pretty successful in his field.  He works hard, really hard.  Long hours, tough working conditions, great product.  He was commenting to me that it seems to be harder to be an employer these days.  He’s been at this for quite some years and has enough history to make a comment like that.  He was basing this on his more recent experience.  He has observed that people don’t want to work hard anymore and that people find it too easy to complain (or sue) about things they just don’t like, rather than what’s truly illegal.

I like this guy.  I do.  It’s not just because he feels the pain of some of the HR situations I find myself in.  It’s not because I think all people suck (I don’t, really…no, really).  I find him to be honest.  His frustrations represent a belief that some of the systems put in place to protect people have now become crutches for some.  I concur.  He isn’t lying.

What I have often said is that it’s about people not programs.  It’s wonderfully smart to have sexual harassment seminars for your staff, but does it stop people from claiming that harassment has occurred?  No.  And why is that?  Maybe it’s because it’s too easy to get a payout.  Why go through all of the drama of court?  Why spend all of that money and waste time when the results will probably be the same settlement anyway?  It’s been the pattern for quite some time.

I’d like to submit a thought.  Culture.  I recognize compliance.  I recognize culpability.  Culture, done well, trumps much.  Fit matters more than need.  Filling a need with the first available often does not work out.  Waiting for someone who fits the culture is worth it in the long run.  Too many times we fill to fill, to check it off the list.  We did it…yay, us!  Woo Hoo, Recruiting Team!  (OK, too sarcastically HR…sorry).

Patience, people.  Let’s find us some good peeps!  When people are set up for success in a culture that fits, then a multitude of problems never happen.  I am not saying that harassment training is a waste.  I am not saying that at all.  What I am saying is that if you think annual sexual harassment training is going to keep it from happening or at least the complaint of it happening, then you’re out of your tree.  Train to the positives daily.  Handle the negatives as they come up.

By creating a culture of health through challenging opportunities and open communication, then you’re more likely to see people flourish and not take the time to be entitled.  We can’t fear the impact of the claim that might come up (anyone can sue for anything…welcome to America).  Instead of being overwhelmed in frustration by it, we should use that energy to positively promote healthy dialogue and right thinking in relationships. 

Management should be encouraged greatly.  As HR, we have a big responsibility with managers and ought to regularly seek to impact them.

Do I think that things are better today in the working environment?  Sure, but when compared to specific places in time.  Do I think we operate in fear rather than proactivity?  Yup.  Our companies might see fear in their own eyes, but that view doesn't have to be true.  Point out a clearer picture.  Practice painting it yourself.  Create buy-in.  Invest in people and impact overall culture.  

The good old days are seen through rose-colored glasses.  It's like any form of nostalgia.  It always looks better from behind.  Just imagine how good today will look in 20 years when we make it as awesome as possible (yeah, I said "awesome").