Got 'til It's Gone

“Noooooooooooooo!”  That shout when one of your key employees gives his/her resignation.  Two weeks, of course.  Confusion, fear, frustration and panic set in.  What will we do?  Why is he/she leaving us?  Who is responsible for making this person quit?  Let’s find that person so that we may substitute one separation from the company with another!

It’s no fun, but it happens.  Besides the knee-jerk reaction, there are important questions that should be asked:

1 – What led up to this person’s departure? – There were warning signs, even subtle ones.  Longer lunches to perhaps squeeze in an interview?  Wearing nicer ensembles to work? A definite change to communication patterns?  Less willingness to do that little bit extra?  Think back.

While reflection may not change the outcome, it is important to become better at identifying the signs for the future.  Being oblivious is not okay when it comes to talent management.  In the full picture, it’s critical to manage your talent effectively, which includes observation and action.  Asking yourself, “What should I have done?” is fine, but asking, “What can I do now?” is better. 

2 – How effective has support and accountability been? – Odd question, perhaps.  Truthfully, it’s often the case that someone leaves because he/she feels like so much work and effort has been done by him/her without reciprocity from other team members.  Accountability keeps everyone honest.  It also keeps dialogue going regarding areas of drop-off.  Support and re-structure can be offered once those details are known.

3 – How will we get the knowledge about processes, systems, compliance, etc. out of his/her head and into someone else’s in the organization? – I often joke with a new employee when introducing him/her to a seasoned veteran of the company that the veteran has probably forgotten more than the new employee will ever know.  There is truth to this, though.  If someone has been with the organization for years and is truly a key employee (not just dead weight that has been allowed to fester for decades because no one is brave enough to do something about it…ouch!), then the knowledge along with the nuances of history are hard to replace.

Effort needs to be put into mentoring and coaching opportunities regularly.  To try to get all of the knowledge out of someone’s head who just gave his/her two weeks’ notice is silly.  It won’t happen.  By establishing it as a normal business practice avoids panic and an unreasonable  burden of “data dump” between the leaving and the staying employees.

4 – Is the position needed? – Nothing says “Don’t let the door hit you….” then when you realize you haven’t needed that role for some time and have no intentions of filling that role.  But it’s true!  Out of our busyness or sheer laziness, we haven’t looked at role effectiveness.  Perhaps a resignation is a gift (for a variety of reasons, I know) in this vein because we can be forced to look at structure and process.  Does this role push the mission for the organization?  Is there overkill in the management level of the org chart?  Or, the real kicker, measure the results of that position.  If it’s not acceptable, was that because of the person in the role? Or because you don’t need the role?

5 – What will the ripple effect be, if any? – “Who’s with me?” For those of you who’ve not seen the movie “Gung Ho,” watch it.  Besides the datedness and the stereotypes, it deals with productivity and cultural issues.  A rallying of the troops as a result of someone leaving can be crushing, of course.  Walk outs or just a couple more resignations can affect morale deeply.  Repair won’t be overnight.

Proactively engaging a couple of layers of managers and directors will thwart one person from having such power.  Even if a key employee leaves, the communication channels would have been open to more than merely that supervisor.  If I can approach my manager, my director, my CEO as well as my team, then the departure of that manager won’t seem as “end of the world” as if he/she was the only superior who knew I existed.  Be visible, be communicative, be real.

Overall, it’s wise to care for all employees.  It’s very wise to care for those key employees.  Know what they need.  Know why they need it.  Know how support can be given.  BUT, measure effectiveness, too.  We’re not prisoners.  We don’t have to be held hostage by a key employee.  Figure out why and how to get the information out of his/her head and into others’ heads.

And to be truthful, a healthy resignation can do wonders for a company, too.  Jus’ sayin’.

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").

4 Minutes

Dynamic, collaborative relationships are desired.  Most companies that I get to work with are often eager to find professionals who understand how to make an impact with the skill set they have while being respectful of the authorities in place already.  Smart employers often seek to find these exceptional people with vigor.

So, where are these people?  Do they exist?  After speaking with some of the ones we get to work with at Humareso, I would say 9 out of 10 have become discouraged about the talent pool.  Whether it’s a non-committal attitude, a desire for a list of all benefits offered by the company prior to the first interview or an awareness that the depth of work ethic displayed falls short of what’s actually needed in the workplace, these employers have dejection written on their metaphorical faces.

People, let’s display what should be displayed, not just as an appearance, but as a true picture of the qualities we possess.  Do I think that all candidates fall into the descriptors above?  No.  However, do I think that these employers are wrong?  No.  They are responding to what they see.  And remember, what they "see" is not always viewable.

I sometimes wish that everyone’s skill sets could be viewed, such as what a model has to do for his/her interviews.  Show me what you can do.  You can sit all day and tell me how great you are, but it’s better when I see you get up and walk the catwalk.  The tangibles are visible.  How do you move?  What does your face do when you walk?  Do you capture the look we want?  It takes about 4 minutes to know.  So, theoretically, can you show what you must in 4 minutes?

Most potential employers conducting interviews say they can tell within a few minutes if you have what it takes.  So, if the interview is a half an hour or longer, what is happening in the interviewer's mind?  You’ve got to make a quick, competent impression as an applicant.  The shortfall here is part of the reason that these potential employers feel that there is a lack in the talent pool.  They struggle to know what you know because it’s not presented in a coherent way.  If you have four minutes, what do you want to share?  Practice.

OK, naysayers, I hear you.  “Yeah, but John, when I walk into an interview, I don’t get to dictate the questions.”  After years of witnessing interviews, I would have to say that more than half of those times begin with a potential employer asking one of the following questions to start out:

• Can you tell me a little about yourself?
• Why are you leaving your current employer?/Why did you leave your last employer?
• Why did you decide to apply for this position?
• Why should we hire you?

Think about what you can do with the answer to any one of these questions.  Can you give them a great snapshot of your competencies, personality and work ethic in four minutes by answering one of these first questions?  Heck, yeah (Sorry, I will tone down the language moving forward).  Practice what that response is.  Look in the mirror and work it out.

However, I have to address those who do practice the answer.  Can you act like you believe what you’re saying?  The words are not the only important part, but the facial expressions, body language, inflection and lilt in your voice, etc., too.  Robots are not attractive and will not communicate who you really are (unless you really are a robot, and in that case, please be sure to check “other” in the Self-Identification section of the application).  Being believable is done when you are believable.  Crazy, right?

Authenticity begins with a belief in who you are and a confidence in it.  You might not be a fit for every company, but you are a fit for a company.  Your disillusionment with the process of finding a job can be seen clearly in the first four minutes, even if you’ve practiced your answer.  The spark in your eyes is dim, the life in your voice is weak and the enthused body language is replaced by a slouch.  Be prepared, yes, but be engaged, too.

I do believe that the talent pool needs to get stronger in certain skill sets (technology, written communication and mathematics) and in presenting those aptitudes.  I believe it takes work to get the job you want to get.  I don’t believe that you should just hope it works out.  Rather, work it out.  Do what you have to do to be enthusiastically ready for an interview.  Share with those potential employers why it would be great to have you as an employee based upon a clear and vibrant expression of your competencies.  Believe in who you are.  You’ve only got four minutes.