Month: November 2020

leadership dot #3080: HR

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There seems to be a mismatch between the available jobs and the skills/interest of those able to fill them.

If you’re in health care or want a front-line service job, I think you are able to have your choice of employers. There are billboards all over town seeking to hire people for permanent positions or seasonal help. Bath and Body Works attached a “come work for us” message as part of their mass mailing of coupons. A local manufacturer has signs in the yards of their employees as a way for them to recruit colleagues. Referral or sign-on bonuses are plentiful, putting the employee in the driver’s seat to be choosy.

Yet, about 12.6 million people are unemployed in the United States right now, many of them professionals and skilled workers who are still seeking a job without the openings that align with their talents and abilities.

It all points to the increasing role of human resources in organizations – and society – not just as the paperwork-processors, but as a key leadership role that can strategically forecast and plan for the alignment of talent and workforce needs. As jobs become more technical and specialized, it isn’t like previous times where you could put an ad in the paper and easily find qualified people to fill your needs.

To me, it also highlights the critical role that leadership and culture play in organizations today. As I have written about earlier this week, retaining employees becomes as essential as hiring them. With the increased ability to work from anywhere, people have more freedom and the mobility to jump ship if your conditions are not conducive to work-life balance, meaningful work, or an equitable environment.

HR has, too often and for too long, been in the background as a support function. The current climate calls for that area to have a set at the senior leadership table. Without the right people, there is no organization.

leadership dot #3079: remote engagement

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One of the casualties of the pandemic is the loss of office camaraderie. As we work from home and have most (all?) of our interactions via the screen, it can be difficult to feel connected with our colleagues.

Here are a few strategies to increase employee engagement during your virtual time together:

  • Infuse fun remotely:
    • Hire someone from Cameo.com to give a message to your team
    • Utilize Tribute.co to create a video tribute for a retirement or promotion
    • Happy Hour over Zoom
    • Share a favorite meme
    • Virtual contests (eg: craziest hat, wildest sox, funniest virtual background)
    • Whimsical polls (eg: are you wearing shoes, slippers, socks, nothing on your feet)
    • Show and tell (eg: share family members or pets, show home or hobbies)
    • Scavenger hunt
    • Posting on an internal network (eg: childhood photos, hobby, recipes, holiday wish list)
  • Do more time on synchronous events for the whole team/department:
    • Lunch and Learn with an outside speaker
    • Book club discussion
    • Town Halls
  • Provide employees with tangibles when possible:
    • E-gift cards, even for small amounts
    • Food delivery coupons to buy individual meals for a group lunch
    • Mail a box with a branded item(s)
    • Send handwritten notes, postcards or birthday cards
    • Sugarwish (allows you to curate your own box of candy)
    • Themed gifts (eg: Llama cookies and note You’ve done a llama hard work lately)
  • Mark occasions such as holidays and changing of the seasons
  • Celebrate individual and department wins – including the fact you have survived another milestone

Your culture isn’t any less important just because you aren’t together in person. In fact, it may be even more critical to foster engagement from a distance. Consider ways that you can add some appreciation, levity, and participation for your team and keep the morale up even when your time in person is down.

photo credit Caryl Stern

 

leadership dot #3078: remote communication

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Many were thrown into the role of remote supervision without any planning or any experience in how to navigate through this new medium. As working from home continues, it could be a good time to intentionally reflect on how you can enhance communication with your employees and help everyone remain connected to the team and the organization.

Here are a few strategies to consider:

  • Create routines such as a Rise and Shine meeting to start each day
  • Give each day a structure (each Tuesday we have X meeting)
  • Create a visual connection with employees – as much social as work content
  • Recreate informal conversations through the use of breakouts and small groups
  • Reward candor and engagement in virtual settings
  • Create an expectation for camera use and meeting participation
  • Call on people, assign others to share content, give opportunities for ALL to participate
  • Hold 1:1 meetings – they are more important than ever
  • Check-in more often than you think you need to – do it socially, not to micromanage
  • Have open office hours (even virtually) and use the waiting room feature – be accessible
  • Help employees set priorities and give permission to pause on some projects if necessary
  • Learn more about employees’ personal situations than you may normally and provide as much flexibility and accommodation as possible. Employee wellbeing is key!
  • Model work/life integration and a separation of office time/work time
  • Trust that the job is being done. Approach your communication from a position of trust
  • Respond, don’t react when communicating – especially when in writing

Most importantly, remember we’re in the middle of a global pandemic. Life is full of stress and ambiguity for many. Nothing about this is normal. Be sure that you model grace in your communication, whether remotely or in person.

leadership dot #3077: retention, part 2

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Having the right talent is the key ingredient of organizational success. If you invest in hiring – some say companies spend up to half of an employee’s annual salary for hiring, onboarding, and lost productivity – then invest a bit more to ensure that those you hire wish to stay.

Yesterday, dot 3076 shared some strategies for retaining new employees. Today, more thoughts on how to do that:

  1. Foster connections. Cultivating opportunities for new employees to engage with other employees helps develop those connections that will create a sense of mattering and belonging. Acquaint them with employees in other divisions or create cross-department teams to expand their relationships outside their immediate team.
  2. Encourage personal development. Gallup found that employees want their manager to function as a coach more than a boss, encouraging their strengths and helping the employee develop as a person. From the start, provide regular feedback and give attention to growth, self-understanding and professional development.
  3. Infuse some levity. Work can be challenging for everyone, especially new hires. Find ways for a little informal interaction that brings spontaneity and laughter into the office setting. Don’t allow the workplace to become monotonous or routine.
  4. Invest in professional development for their supervisor. If you’re looking to retain your employees, especially your new hires, look to their supervisor’s behavior as much as the employees themselves. A Gallup study found that 70% of employee engagement can be attributed to the manager – their most profound and distinct finding ever.

And if someone relatively new to the organization does choose to leave, do everything in your power to learn from them before they walk out the door. How were their expectations not met? What should change in the interviewing and onboarding process? What would have made a difference that would have caused them to stay?

If you’re the hiring manager, you may breathe a sigh of relief when your new hire arrives but in reality, your work is only beginning. Having a plan for retention is an essential ingredient to healthy talent management.

A version of dots 3076 and 3077 first appeared as an article by the author in Business Central, the publication of the St. Cloud, MN Area Chamber of Commerce, November/December 2020.

 

leadership dot #3076: retaining employees

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With increasing mobility and job fluidity among the younger generation, the hiring and onboarding process takes on added importance. And once someone is on the job, a manager needs to be intentional about engaging that new staff person and quickly helping them connect with the organization.

Some strategies to do this include:

  1. Provide meaningful work right away. You may be tempted to give new staff members easy tasks or have them “observe” for an extended period before they “do,” but the sooner you can give them a meaty project to work on, the faster they will become engaged.
  2. Consider your project team composition. Committees or task groups should include those who can both “give” and “get” on project teams. Those who “give” are contributors by way of their position, experience or expertise. The organization will benefit if it also routinely includes one or two who can “get” – junior members who gain from learning the complexity of the organization, seeing the bigger picture and building relationships with those who have greater stature in the organization.
  3. Capitalize on their newness. Employees who have just seen your organization from the outside have a fresh perspective that will soon fade as they become immersed in your culture. Ask them for observations about strengths and weaknesses. Allow them to share their opinions and have a voice.
  4. Acknowledge more than their tasks. Make the time for small talk and really getting to know new employees as people. Researcher Nancy Schlossberg reports that people need to feel they “matter” – that someone would notice if they weren’t there or that their contribution makes a difference. Show new employees that they matter as a person, not just because of the work they do.

Hiring someone new is a big investment in time and resources – and it is an even greater opportunity to shape your organization for years to come. Consider your onboarding experience to last a full year as you intentionally and strategically help your new employees become long-term ambassadors for your organization. Watch for more strategies tomorrow!

leadership dot #3075: delighted

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We’re getting a Jersey Mike’s sub restaurant in town (in three days – not that I’m counting.) I am very excited about this. When I was walking by the store this weekend, I peered into the window where the crew was undergoing training. An employee started walking toward me and I left, thinking that I interrupted them and they were only going to tell me that they were not yet open. Instead, she came running after me and handed me a coupon for a free sub!

Yesterday, I happened to be in the area with a friend and he peeked inside. This time, the manager came out, chatted with us for several minutes, gave both of us another free sub coupon, and then asked us what our favorite sandwich was — and then made it for us! Free Jersey Mike’s before it even opens! Oh, the joy.

Except for a sign in front of their storefront, I haven’t seen any overt advertising for the chain but think their method of delighting those that show interest is wise. It seems smart to capitalize on those who are most likely to spread the word and stimulate early business instead of spending the money on paid promotion.

Who could you deploy as ambassadors for your brand just by providing a small incentive? Make it easy for those who know you to love you even more.

 

leadership dot #3074: jeopardy

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As a long-time Jeopardy! fan, I was saddened to hear of the passing of Alex Trebek. It prompted me to read his new autobiography And the Answer is…, a delightful potpourri of his life story, reflections and insights about the quiz show.

In the book, I learned that the show’s creator Merv Griffin adapted a song he wrote as a lullaby for his son to become the theme song for the show – you know, the one we all know by heart: do, do, do – do, do, do…  Everyone can begin instantaneously humming it.

This little tune has become the iconic music anytime there is a lull while someone is waiting to provide an answer. We sang it in training programs as we quizzed new board members on facts about the association and played it during trivia games while waiting for teams to respond. Millions of others have used it in sporting events, classrooms and game nights. It has become the de facto music to play in anticipation of a reply.

One of the more fascinating tidbits is that whenever it is performed officially, Merv Griffin (now his estate) receives a royalty. Those few notes have earned Griffin nearly $80 million over the last 24 years!

With all the multiple media channels and diffused messaging, we don’t have many shared experiences these days, but the theme from Jeopardy! is one of them. During your next meeting, have a little fun with your team by humming the tune during a lull and requiring people to phrase their replies in the form of a question. What is team bonding for $200 Alex?

Source: And the answer is…Reflections on my life by Alex Trebek, 2020

leadership dot #3073: direct

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There are billboards in town advertising a new product that I decided to give as a gift. I went to their website to see where I could purchase the item but that only referred me to a phone number. I called, but there was no answer so I ended up buying a competitor’s product.

In a separate situation, an ad on my Facebook feed featured an article of clothing that was of interest. I clicked on the link, but instead of being directed to that item, it landed me on the front page of their catalog. I gave up rather than search for the item I may have purchased.

A similar scenario occurred when I followed a link to an organization’s website and found myself on the homepage rather than connected to the specific resource the original article referenced. Even with their search function, I was unable to find what I was seeking and departed empty-handed.

Organizations invest so many resources trying to direct consumers to their offerings, but then falter during the last mile. Time is the most precious of resources. If you want people to act, not just be aware, you must make it direct and easy for them to do so.

leadership dot #3072: greed

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I was excited when I saw a monster-size sweet potato and immediately purchased it for dinner. I bought a regular sized one for my housemate, thinking that I got the good end of the deal.

But, after we cooked them, his had perfect consistency and was a delicious treat. Mine was so big that it never cooked thoroughly, and the more I tried to soften the inside, the harder the edges became. Instead of being the centerpiece of my meal, it was a big disappointment.

I think the sweet potato can be a metaphor for greed. It may seem wise to go for the gusto and grab the biggest resource, but more is not always better. Think twice before trying to lay claim to an excessive amount of anything. Humility is an underappreciated virtue.

leadership dot #3071: risk/reward

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A mother explained that her daughter joined the Army not only to serve the country but to receive her college paid in full. She’ll gain experience in her field while in the service, and then be able to complete her education debt-free. To the other person, it sounded like a pretty good deal.

In another situation, a veteran was explaining to business colleagues that he receives health coverage through the VA so wasn’t impacted by the skyrocketing cost of health insurance in the same way as others. That, too, sounds like a pretty good deal…

Until you factor in the risk/reward ratio that is involved. Both of these soldiers (and countless others) put their lives in harm’s way for years at a time. They assumed the risk on our behalf, and now they rightly benefit from the reward. It may be a good deal – but because they made it out alive, unlike countless others.

Take a moment on this Veterans Day to thank all those who have served in our Armed Forces, especially those in your own organization. We’re all beneficiaries of the risks they took and benefit daily from the freedom they claimed for us.