Sharlyn J. Lauby's Blog, page 38

Career Planning: Employee Sus’ension ns – Ask #HR Bartenderee Succe’s Role in Driving Their Success

Estimated reading time: 3 minutes

I recently received a note from a reader about employee suspensions.

I am currently suspended from work because of what I said in a private message to my mother-in-law. I haven’t been given any information regarding how long or what’s going on.

Obviously, there are lots of things we don’t know. But instead of spending our time talking about everything we don’t know…let’s talk about coaching, discipline, and suspensions.

I’ve always felt the purpose of performance coaching was to help employees change their behavior. One of the most common things I’ve coached employees on is attendance. We can use that as an example. An employee starts showing up late, then the manager should speak with them. I’m not talking about discipline (yet). Employees will make mistakes. We’re human. So, the manager can coach them, and (hopefully!) the employee’s performance improves. 

Sometimes, even after coaching, an employee’s performance will not improve. The manager will need to explain to the employee that the next infraction will result in disciplinary action. When it comes to discipline, often organizations use the concept of progressive discipline with the employee receiving verbal warnings, then written warnings. The idea of progressive discipline isn’t to punish the employee but to escalate the conversation to a more formal level. The goal is still for the employee to change their behavior. 

If the employee’s behavior still doesn’t improve, organizations might suspend an employee. In my experience, the suspension was viewed as a “last chance” for the employee to take the matter seriously and change their behavior. 

There is another scenario when suspensions come into consideration. Sometimes an employee’s actions might be considered serious or severe, and instead of following the typical progressive discipline steps, the employee is suspended pending an investigation. The company’s employee handbook might indicate those actions which prompt an immediate suspension. 

Of course, if the employee is unable to improve their performance or the actions are grounds for termination, then that might be considered or happen. 

HOWEVER, whether it’s performance coaching, discipline, suspension, or termination, an employee should know what they are doing incorrectly. And they should know what the correct action is. Employees cannot correct or improve their behavior if they don’t know what they did wrong. Again, that’s the purpose of coaching and discipline – to correct an employee’s behavior. 

Getting back to today’s reader note. Honestly, I don’t know why the reader is on suspension. I do know that the reader should have that information, including how long the suspension will last. 

Organizations should have consistent coaching and discipline policies. If you’re looking for templates or policy samples, check out the Society for Human Resource Management (SHRM) website. There are also law firms and consulting companies that offer similar information. Managers should be trained on the proper way to have conversations with employees. And the legal risks associated with inconsistent and incomplete disciplinary discussions. If a manager is new, they should be able to work with HR until they’re comfortable having conversations on their own. 

Image captured by Sharlyn Lauby while exploring the streets of Kansas City, MO

The post How to Handle an Employee Suspension – Ask HR Bartender appeared first on hr bartender.

Career Planning: Employee Sus’ension ns – Ask #HR Bartenderee Succe’s Role in Driving Their Success

In the first installment of this two-part series on career planning, we talked about the role organizations play in developing employees. Organizations, specifically managers, have to create the foundation for career planning success. But that doesn’t mean the company should assume all the responsibility.

Employees are an equal partner in their own career planning. Remember the definition of career planning is “the process of matching career goals with capabilities”. That can’t happen without employee involvement.

3 Skills Employees Need to Become Better Career Planners

If we view career planning in terms of employee career stages (i.e., early, mid, and late), this could provide employees with a roadmap of the skills they should consider developing. Keep in mind early career could be defined as an employee’s early career with the company, with a team, or in a particular role. The same holds true for mid and late careers. 

Here are three different skills that employees can use to drive their own career plan and complement what the organization is doing:

Self-Awareness and Self-Management. The very first step in successful career planning is knowing where the employee wants to go with their career. This has to come from the employee. It might be tempting to “talk an employee into” or “strongly encourage” them to take a role, but it could lead to employee disengagement and turnover. The solution is for employees to gain an understanding of what they enjoy doing, what they do well, and start developing opinions about their future. Then, they can share with their manager (or a prospective employer) their career aspirations.Problem-Solving. Speaking of solutions, we occasionally get stuck in our careers. Maybe we’re not moving up as fast as we would like. Or we’re trying to figure out whether to get a certificate, certification, or degree. And, we don’t always want to discuss it with our manager or human resources. Employees need to know a problem-solving model that will allow them to work through issues on their own. On a side note, having an employee know how to use a proven problem-solving model isn’t a bad thing for the organization either. Decision-Making. This aligns with the self-management and problem-solving. At some point, employees need to make the ultimate decision regarding their careers. And they need to make that decision in a way they’re comfortable with. Employees should know how and when they like to make decisions. Ideally, they should share that information with the organization so when they’re presented with an opportunity, the employee’s reaction is somewhat expected. 

If organizations aren’t already doing it, they might want to consider adding some career planning related questions to their interview process – whether that’s for internal or external hires. Some sample interview questions include:

Share a situation where you learned something about yourself. What was the situation and what did you learn?Describe the process you use when you have to solve a problem. How did the process help the final solution?Tell me about a time when you had to make a big decision. What was it and how did you go about making it?Let Employees Take the Lead in Their Career Planning

Organizations are very involved in the process of career planning, but that doesn’t mean they can drive all the outcomes. Employees need to understand themselves and decide what they want their career to look like – both short- and long-term.

It’s also the employee’s responsibility to communicate those goals to management. Ultimately, that’s how managers can support the employee and their future plans.

Image captured by Sharlyn Lauby while exploring the streets of San Francisco, CA

The post Career Planning: The Employee’s Role in Driving Their Success appeared first on hr bartender.

Career Planning: The Employee’s Role in Driving Their Success

In the first installment of this two-part series on career planning, we talked about the role organizations play in developing employees. Organizations, specifically managers, have to create the foundation for career planning success. But that doesn’t mean the company should assume all the responsibility.

Employees are an equal partner in their own career planning. Remember the definition of career planning is “the process of matching career goals with capabilities”. That can’t happen without employee involvement.

3 Skills Employees Need to Become Better Career Planners

If we view career planning in terms of employee career stages (i.e., early, mid, and late), this could provide employees with a roadmap of the skills they should consider developing. Keep in mind early career could be defined as an employee’s early career with the company, with a team, or in a particular role. The same holds true for mid and late careers. 

Here are three different skills that employees can use to drive their own career plan and complement what the organization is doing:

Self-Awareness and Self-Management. The very first step in successful career planning is knowing where the employee wants to go with their career. This has to come from the employee. It might be tempting to “talk an employee into” or “strongly encourage” them to take a role, but it could lead to employee disengagement and turnover. The solution is for employees to gain an understanding of what they enjoy doing, what they do well, and start developing opinions about their future. Then, they can share with their manager (or a prospective employer) their career aspirations.Problem-Solving. Speaking of solutions, we occasionally get stuck in our careers. Maybe we’re not moving up as fast as we would like. Or we’re trying to figure out whether to get a certificate, certification, or degree. And, we don’t always want to discuss it with our manager or human resources. Employees need to know a problem-solving model that will allow them to work through issues on their own. On a side note, having an employee know how to use a proven problem-solving model isn’t a bad thing for the organization either. Decision-Making. This aligns with the self-management and problem-solving. At some point, employees need to make the ultimate decision regarding their careers. And they need to make that decision in a way they’re comfortable with. Employees should know how and when they like to make decisions. Ideally, they should share that information with the organization so when they’re presented with an opportunity, the employee’s reaction is somewhat expected. 

If organizations aren’t already doing it, they might want to consider adding some career planning related questions to their interview process – whether that’s for internal or external hires. Some sample interview questions include:

Share a situation where you learned something about yourself. What was the situation and what did you learn?Describe the process you use when you have to solve a problem. How did the process help the final solution?Tell me about a time when you had to make a big decision. What was it and how did you go about making it?Let Employees Take the Lead in Their Career Planning

Organizations are very involved in the process of career planning, but that doesn’t mean they can drive all the outcomes. Employees need to understand themselves and decide what they want their career to look like – both short- and long-term.

It’s also the employee’s responsibility to communicate those goals to management. Ultimately, that’s how managers can support the employee and their future plans.

Image captured by Sharlyn Lauby while exploring the streets of San Francisco, CA

The post Career Planning: The Employee’s Role in Driving Their Success appeared first on hr bartender.

Career Planning: The OrganizationHow to Learn More About Labor Relations Career Planning: The Organizationnull Ask #HR Bartender

Estimated reading time: 7 minutes

There’s a lot of talk about labor relations (i.e., union activity) in today’s news. While we’re reading about it more, the actual number of American workers that belong to unions is relatively small. According to the Bureau of Labor Statistics, it’s 10.1% and only 6% in the private sector. So, it’s not unusual that individuals might not have much labor relations experience. That’s what today’s reader note is all about. 

I am looking for some direction. I love your emails and share them with my peers. 

Can you suggest any online blog, certificate program, or course I can take that would help me interpret union contracts more effectively? I am struggling to understand the grey area of the language sometimes. What I interpret the language as saying is different than the original intent of the language and I get stuck. Any help or direction you could give would be great. Have a great day!

When it comes to labor relations, one of the first things that individuals need to know is what legislation governs your industry. For instance, many organizations are governed by the National Labor Relations Act (NLRA). But some industries – like transportation – are governed by the Railway Labor Act. And if you’re in the public sector, the rules are different as well. So, understanding the rules is step one. 

While I have some labor relations experience, I know someone who is a specialist in this area and thankfully, when I asked if he would share his expertise, he said “yes”. Michael VanDervort is a staff member with the Labor Relations Institute (LRI) in Tulsa Oklahoma. In his role, Michael specializes in creating thriving workplaces driven by positive associate relations. Before joining LRI, Michael worked in labor relations for Publix Super Markets and was executive director of CUE Inc., a non-profit, member-run organization dedicated to assisting companies in the creation and maintenance of positive working environments. Michael and I have known each other for years. We met as volunteer leaders with the Society of Human Resources Management (SHRM) and HR Florida.

Michael, thanks for much for being here. Can you share with readers how you got started in labor relations?

[VanDervort] I grew up in Michigan at a time when the state was the center of the universe when it came to the auto industry and manufacturing, especially the UAW (United Auto Workers). My dad was a manufacturing supervisor at that time and would come home with paperwork that included lists of grievances that had been filed by employees, and he would have to write responses. I guess I was an HR nerd even then because I remember reading the complaints and saying, ‘But why….??’ about all kinds of work-related complaints. 

When I graduated with my bachelor’s, I originally planned to go to law school, but I decided to take a year off to earn some cash. I applied for and got hired into a job with the U.S. Postal Service as a letter carrier, and I joined the National Association of Letter Carriers Union (NALC). I became a union member, realized how bad the relationship between craft workers and postal management was, and started asking, ‘But why…??’ again. I became active with the union, winding up as an elected official, but I knew I could do more. 

A few years later, I applied to graduate school for my master’s in labor and industrial relations. I switched to the management side 35 years ago because that’s where you can make the most difference, and I have been doing this work ever since and still love it. 

Before we start talking about the reader note, I want to ask about non-union environments. Why should HR professionals in non-union environments learn about labor relations?

[VanDervort] If you manage in a non-union environment, you have a blank slate for establishing a thriving workplace culture. If you do this well, your people will never need a union. That’s the first reason. 

The second is that even though it may seem remote and esoteric to non-union practitioners, the National Labor Relations Board (NLRB) is an influential agency with jurisdiction over many crucial aspects of the workplace that apply to all employers, regardless of union status. Any employee, including non-union employees covered by the NLRA, can file an unfair labor practice (ULP) charge with the NLRB and bring the Board to your front door. Most of these charges would be related to protected concerted activity for things like complaining about unfair treatment, being disciplined, or fired for sharing company information, or handbook policy violations. 

The reader expressed interest in building their labor relations knowledge. If someone wants to learn more about the area of labor relations, can you name a handful of  low-cost / no-cost resources?

[VanDervort] There are many newsletters and organizations that focus on labor relations in different ways, including professional organizations like:

CUE Inc., a community for positive employee relationsHR Policy AssociationSociety for Human Resource Management (SHRM)

Law firms also provide great resources with their blogs and newsletters.

Jackson LewisLittler Mendelson P.C.Ogletree Deakins

And free blogs, newsletters, and podcasts abound.

Labor Relations RadioLabor Union NewsProjections Inc. and the ProjectHR podcast

Lastly, my own firm, the Labor Relations Institute, offers free resources and I do a podcast called Labor Relatedly, which I co-host with attorney Jon Hyman as part of the DriveThruHR show. I put out a LinkedIn newsletter called “Positive Employee Relations” several times a week that is a great resource for staying current on developments in the labor space.

And if I have some budget dollars, are there any labor relations educational programs that might be helpful?

[VanDervort] CUE offers some low-cost training like Labor Relations 101 and a periodic certification course in labor relations. They also offer two conferences yearly, which are great learning opportunities for those seeking to learn more about labor relations. 

Michigan State University’s School of Human Resources & Labor Relations offers unique monthly courses and a certificate program for someone preparing for a leadership role in a unionized organization. 

Cornell University also offers an online certification in labor relations. 

This reader note  talks about collective bargaining agreement (CBA) language. If an HR pro is trying to interpret the CBA, what should they do? Is there someone specific they should turn to for guidance?

[VanDervort] The first piece of advice I received about learning labor relations and contract interpretation was ‘read the labor agreement’. This is completely true. Everything starts with the labor agreement. From there, you have guidelines in precedent, past grievance settlements, bargaining notes from negotiations, and your internal/external labor attorneys to draw from. However, you need to build your own knowledge first because every conversation you have around grievances, arbitration, and work rules with a union representative derives from that CBA, so you need to know it inside out. 

Last question. I’ve worked with some companies where labor relations  were left up to lawyers and consultants. I’m not a lawyer or consultant bashing – they are invaluable, especially when employees might be considering union representation (i.e., organizing) and contract negotiations. How can an HR pro know when to call in outside expertise? 

[VanDervort] It goes back to knowing the basics of labor law, what the current trends are in labor relations are, and how they might impact your employer. 

If you are non-union, follow what the NLRB is doing policy-wise. They create policies every week that impact non-union workplaces significantly. You are not doing your job if you aren’t on top of these developments. Stay abreast of what labor unions are doing and what industries they focus on for organizing. If you get a surprise petition or ULP charge, you are going to be hard-pressed to respond. 

If you are a union employer facing contract negotiations, ULPs, or even a strike, you must be prepared and have plans in place. These are the times when having a labor attorney or consultant in your contacts makes sense. 

A huge thanks to Michael for sharing his experience and knowledge with us. Michael frequently speaks and writes about a wide variety of human resources topics, including labor and employee relations, positive workplace leadership, and social media. So, I hope you’ll check out all the resources he has provided.

One of the big takeaways for me in this conversation with Michael is there’s a place for labor relations in both union and non-union environments. And he’s absolutely right in saying that the NLRB is an influential agency. It’s worth your time to proactively understand what’s happening, not only for your own professional development but your company culture.

Image captured by Sharlyn Lauby while exploring the streets of Tampa, FL

The post How to Learn More About Labor Relations – Ask #HR Bartender appeared first on hr bartender.

How to Learn More About Labor Relations – Ask #HR Bartender

Estimated reading time: 7 minutes

There’s a lot of talk about labor relations (i.e., union activity) in today’s news. While we’re reading about it more, the actual number of American workers that belong to unions is relatively small. According to the Bureau of Labor Statistics, it’s 10.1% and only 6% in the private sector. So, it’s not unusual that individuals might not have much labor relations experience. That’s what today’s reader note is all about. 

I am looking for some direction. I love your emails and share them with my peers. 

Can you suggest any online blog, certificate program, or course I can take that would help me interpret union contracts more effectively? I am struggling to understand the grey area of the language sometimes. What I interpret the language as saying is different than the original intent of the language and I get stuck. Any help or direction you could give would be great. Have a great day!

When it comes to labor relations, one of the first things that individuals need to know is what legislation governs your industry. For instance, many organizations are governed by the National Labor Relations Act (NLRA). But some industries – like transportation – are governed by the Railway Labor Act. And if you’re in the public sector, the rules are different as well. So, understanding the rules is step one. 

While I have some labor relations experience, I know someone who is a specialist in this area and thankfully, when I asked if he would share his expertise, he said “yes”. Michael VanDervort is a staff member with the Labor Relations Institute (LRI) in Tulsa Oklahoma. In his role, Michael specializes in creating thriving workplaces driven by positive associate relations. Before joining LRI, Michael worked in labor relations for Publix Super Markets and was executive director of CUE Inc., a non-profit, member-run organization dedicated to assisting companies in the creation and maintenance of positive working environments. Michael and I have known each other for years. We met as volunteer leaders with the Society of Human Resources Management (SHRM) and HR Florida.

Michael, thanks for much for being here. Can you share with readers how you got started in labor relations?

[VanDervort] I grew up in Michigan at a time when the state was the center of the universe when it came to the auto industry and manufacturing, especially the UAW (United Auto Workers). My dad was a manufacturing supervisor at that time and would come home with paperwork that included lists of grievances that had been filed by employees, and he would have to write responses. I guess I was an HR nerd even then because I remember reading the complaints and saying, ‘But why….??’ about all kinds of work-related complaints. 

When I graduated with my bachelor’s, I originally planned to go to law school, but I decided to take a year off to earn some cash. I applied for and got hired into a job with the U.S. Postal Service as a letter carrier, and I joined the National Association of Letter Carriers Union (NALC). I became a union member, realized how bad the relationship between craft workers and postal management was, and started asking, ‘But why…??’ again. I became active with the union, winding up as an elected official, but I knew I could do more. 

A few years later, I applied to graduate school for my master’s in labor and industrial relations. I switched to the management side 35 years ago because that’s where you can make the most difference, and I have been doing this work ever since and still love it. 

Before we start talking about the reader note, I want to ask about non-union environments. Why should HR professionals in non-union environments learn about labor relations?

[VanDervort] If you manage in a non-union environment, you have a blank slate for establishing a thriving workplace culture. If you do this well, your people will never need a union. That’s the first reason. 

The second is that even though it may seem remote and esoteric to non-union practitioners, the National Labor Relations Board (NLRB) is an influential agency with jurisdiction over many crucial aspects of the workplace that apply to all employers, regardless of union status. Any employee, including non-union employees covered by the NLRA, can file an unfair labor practice (ULP) charge with the NLRB and bring the Board to your front door. Most of these charges would be related to protected concerted activity for things like complaining about unfair treatment, being disciplined, or fired for sharing company information, or handbook policy violations. 

The reader expressed interest in building their labor relations knowledge. If someone wants to learn more about the area of labor relations, can you name a handful of  low-cost / no-cost resources?

[VanDervort] There are many newsletters and organizations that focus on labor relations in different ways, including professional organizations like:

CUE Inc., a community for positive employee relationsHR Policy AssociationSociety for Human Resource Management (SHRM)

Law firms also provide great resources with their blogs and newsletters.

Jackson LewisLittler Mendelson P.C.Ogletree Deakins

And free blogs, newsletters, and podcasts abound.

Labor Relations RadioLabor Union NewsProjections Inc. and the ProjectHR podcast

Lastly, my own firm, the Labor Relations Institute, offers free resources and I do a podcast called Labor Relatedly, which I co-host with attorney Jon Hyman as part of the DriveThruHR show. I put out a LinkedIn newsletter called “Positive Employee Relations” several times a week that is a great resource for staying current on developments in the labor space.

And if I have some budget dollars, are there any labor relations educational programs that might be helpful?

[VanDervort] CUE offers some low-cost training like Labor Relations 101 and a periodic certification course in labor relations. They also offer two conferences yearly, which are great learning opportunities for those seeking to learn more about labor relations. 

Michigan State University’s School of Human Resources & Labor Relations offers unique monthly coursesand a certificate program for someone preparing for a leadership role in a unionized organization. 

Cornell University also offers an online certification in labor relations. 

This reader note  talks about collective bargaining agreement (CBA) language. If an HR pro is trying to interpret the CBA, what should they do? Is there someone specific they should turn to for guidance?

[VanDervort] The first piece of advice I received about learning labor relations and contract interpretation was ‘read the labor agreement’. This is completely true. Everything starts with the labor agreement. From there, you have guidelines in precedent, past grievance settlements, bargaining notes from negotiations, and your internal/external labor attorneys to draw from. However, you need to build your own knowledge first because every conversation you have around grievances, arbitration, and work rules with a union representative derives from that CBA, so you need to know it inside out. 

Last question. I’ve worked with some companies where labor relations  were left up to lawyers and consultants. I’m not a lawyer or consultant bashing – they are invaluable, especially when employees might be considering union representation (i.e., organizing) and contract negotiations. How can an HR pro know when to call in outside expertise? 

[VanDervort] It goes back to knowing the basics of labor law, what the current trends are in labor relations are, and how they might impact your employer. 

If you are non-union, follow what the NLRB is doing policy-wise. They create policies every week that impact non-union workplaces significantly. You are not doing your job if you aren’t on top of these developments. Stay abreast of what labor unions are doing and what industries they focus on for organizing. If you get a surprise petition or ULP charge, you are going to be hard-pressed to respond. 

If you are a union employer facing contract negotiations, ULPs, or even a strike, you must be prepared and have plans in place. These are the times when having a labor attorney or consultant in your contacts makes sense. 

A huge thanks to Michael for sharing his experience and knowledge with us. Michael frequently speaks and writes about a wide variety of human resources topics, including labor and employee relations, positive workplace leadership, and social media. So, I hope you’ll check out all the resources he has provided.

One of the big takeaways for me in this conversation with Michael is there’s a place for labor relations in both union and non-union environments. And he’s absolutely right in saying that the NLRB is an influential agency. It’s worth your time to proactively understand what’s happening, not only for your own professional development but your company culture.

Image captured by Sharlyn Lauby while exploring the streets of Tampa, FL

The post How to Learn More About Labor Relations – Ask #HR Bartender appeared first on hr bartender.

Career Planning: The OrganizationHow to Learn More About Labor Relations Career Planning: The Organizationnull Ask #HR Bartender

Estimated reading time: 4 minutes

Career planning is the process of matching an employee’s career goals with their capabilities. Simply put, it’s about connecting what people do well with what they want to do. Ideally, we want employees to enjoy their chosen career. If they do, it can translate to employee engagement, which ultimately has a positive impact on productivity and the bottom line. 

But career planning isn’t a one-person activity. While individuals play an important role in their own career planning (more on that later), organizations have a responsibility as well. The keyword here being responsibility. Helping employees find a successful career path is in the best interest of the organization. So, this isn’t an optional activity.

3 Ways Organizations Can Support Career Planning

One way to view career planning is in terms of employee career stages like early, mid, and late career. It’s important to note that this could also offer the organization some flexibility. Early career could be viewed as either new to the job, new to the company, or both. Same philosophy applies to mid and late career. 

This gives organizations several options when it comes to their support of career planning efforts. Here are three different ways that organizations can use existing programs to support an employee:

Career Development Tools. Whether a person is new to the organization or their role, organizations needs to provide them with tools. Early stage career development starts with orientation and onboarding. These programs are specifically designed to give new employees the tools they need to be successful. Whether it’s helping a new manager learn how to create a budget or giving an employee a few tips for participating in a successful one-on-one meeting, organizations can make an impact in an employee’s career by giving them the right tools.Guidance. After employees are given the tools, managers can play a role in career planning by offering guidance. Think of guidance as direction or information. Managers can help employees figure out what they like about their work (and what they don’t). They can encourage them to take on new assignments to learn. Guidance can get employees to do their own self-awareness activities so they can start identifying the things they enjoy and those they have an interest in learning more about. This is also a good activity for managers to start introducing employees to the concepts of self-learning. Recognition and Coaching. Once employees have the tools and start experimenting with them, managers can take on the role of coach to support career development. A way to do that is by sharing with employees the things they do well. Sometimes an employee needs to hear that they have a skill or ability for something. If an employee has an interest in something they haven’t exactly perfected, the manager can also provide some feedback on things the employee should consider spending additional time learning. 

In many organizations, managers might already be doing these things. And that’s great. The question becomes do they realize the impact they have on employee careers? It’s a significant role and one that should be taken seriously. In fact, managers might want to start asking employees during one-on-one meetings or during stay interviews, “What can I do to help your career?”

Organizations Can Make or Break an Employee’s Careers

Just because it’s the employee’s career, doesn’t mean the organization doesn’t have a role and responsibility in it. Organizations can have a tremendous positive impact by giving employees the right tools, guiding conversations, recognition, and performance coaching. 

But as I mentioned earlier, companies shouldn’t be asked to assume all the responsibility for career planning either. The other half of the career planning belongs to the employee. That’s what we will explore in part two in this series about career planning (coming soon!).

Image captured by Sharlyn Lauby while exploring the streets of San Francisco, CA

The post Career Planning: The Organization’s Role in Creating Employee Success appeared first on hr bartender.

Career Planning: The Organization’s Role in Creating Employee Success

Estimated reading time: 4 minutes

Career planning is the process of matching an employee’s career goals with their capabilities. Simply put, it’s about connecting what people do well with what they want to do. Ideally, we want employees to enjoy their chosen career. If they do, it can translate to employee engagement, which ultimately has a positive impact on productivity and the bottom line. 

But career planning isn’t a one-person activity. While individuals play an important role in their own career planning (more on that later), organizations have a responsibility as well. The keyword here being responsibility. Helping employees find a successful career path is in the best interest of the organization. So, this isn’t an optional activity.

3 Ways Organizations Can Support Career Planning

One way to view career planning is in terms of employee career stages like early, mid, and late career. It’s important to note that this could also offer the organization some flexibility. Early career could be viewed as either new to the job, new to the company, or both. Same philosophy applies to mid and late career. 

This gives organizations several options when it comes to their support of career planning efforts. Here are three different ways that organizations can use existing programs to support an employee:

Career Development Tools. Whether a person is new to the organization or their role, organizations needs to provide them with tools. Early stage career development starts with orientation and onboarding. These programs are specifically designed to give new employees the tools they need to be successful. Whether it’s helping a new manager learn how to create a budget or giving an employee a few tips for participating in a successful one-on-one meeting, organizations can make an impact in an employee’s career by giving them the right tools.Guidance. After employees are given the tools, managers can play a role in career planning by offering guidance. Think of guidance as direction or information. Managers can help employees figure out what they like about their work (and what they don’t). They can encourage them to take on new assignments to learn. Guidance can get employees to do their own self-awareness activities so they can start identifying the things they enjoy and those they have an interest in learning more about. This is also a good activity for managers to start introducing employees to the concepts of self-learning. Recognition and Coaching. Once employees have the tools and start experimenting with them, managers can take on the role of coach to support career development. A way to do that is by sharing with employees the things they do well. Sometimes an employee needs to hear that they have a skill or ability for something. If an employee has an interest in something they haven’t exactly perfected, the manager can also provide some feedback on things the employee should consider spending additional time learning. 

In many organizations, managers might already be doing these things. And that’s great. The question becomes do they realize the impact they have on employee careers? It’s a significant role and one that should be taken seriously. In fact, managers might want to start asking employees during one-on-one meetings or during stay interviews, “What can I do to help your career?”

Organizations Can Make or Break an Employee’s Careers

Just because it’s the employee’s career, doesn’t mean the organization doesn’t have a role and responsibility in it. Organizations can have a tremendous positive impact by giving employees the right tools, guiding conversations, recognition, and performance coaching. 

But as I mentioned earlier, companies shouldn’t be asked to assume all the responsibility for career planning either. The other half of the career planning belongs to the employee. That’s what we will explore in part two in this series about career planning (coming soon!).

Image captured by Sharlyn Lauby while exploring the streets of San Francisco, CA

The post Career Planning: The Organization’s Role in Creating Employee Success appeared first on hr bartender.

UKG HR and Payroll eSymposium: Culture is Everywhere

Estimated reading time: 6 minutes

(Editor’s Note: Today’s article is brought to you by  our friends at UKG – Ultimate Kronos Group ,  a leading provider of HR, payroll, and workforce management solutions .  . Congrats to them and enjoy the article!)

Today’s article is a reminder that the UKG HR & Payroll eSymposium is coming up on Wednesday, June 7, 2023, from 10a to 4p Eastern. Like many of you, I’m always on the lookout for FREE professional development events that really deliver on quality. I’ve been participating in the UKG eSymposiums for a few years and consistently find them to be a high-quality learning opportunity.

The theme of this event is “Culture is Everywhere”, which is a very timely subject given all the conversation about onsite, hybrid, and remote work. Before I share some of the details about the program, I want to share four benefits that I’ve found attending this event.

It’s FREE. Sometimes free things are good and sometimes … well, they’re not. The UKG eSymposium is one of those good, free events. As much as we might want to travel to an event right now, the cost of travel is pricey. So, when we can identify a good, free event, we need to take full advantage. The content is relevant and high-quality. One of the things that I always enjoy about this event is that it brings together HR and payroll. I’ve been responsible for both a few times in my career, and this is one of the few events that has topics which are relevant to both functions. Since the event is free, your organization can have multiple people attend, and then maybe set up a meeting to discuss the sessions. It’s a great way for HR and payroll to learn from each other.You can earn recertification credits. The educational sessions have been pre-approved for recertification credits by the Society for Human Resource Management (SHRM) and the Human Resources Certification Institute (HRCI). In addition, many have been approved by the American Payroll Association (APA). And for my Canadian friends, this event is also pre-approved by the Human Resources Professionals Association (HRPA), Chartered Professionals in Human Resources Saskatchewan (CPHR-SK) and the National Payroll Institute (NPI). UKG will be providing a certificate of participation for your files. The sessions will be recorded. While this is a virtual event and being able to attend the live sessions is always beneficial, don’t worry if there are a couple sessions you want to catch scheduled for the same block. Most sessions will be made available on demand. That way if you’re torn between sessions then you can listen to one live and the other on demand. Culture is Everywhere

As promised, here are a few of the sessions that caught my eye this year. You can check out the entire agenda, speaker profiles, and save your spot by visiting the UKG eSymposium website.

The Compliance Complexities with Hybrid Work and Its Impact on Culture. Remote and hybrid work environments come with several compliance complexities — such as the tax implications of employees working in different countries or working part time in one location for months at a time. And what does it all mean for company culture when some employees work remotely, and others are in the office? Karina Monesson from UKG will lead an insightful discussion, as she’s joined by Dr. Martin Armstrong, vice president of payroll shared services at Charter Communications, and Sarah Morgan, director of equity and inclusion at Humareso. 

Too Much, Too Fast, Too Fake: Emotional Intelligence in a Hyper-Charged World. Emotional intelligence (EI) is perhaps the most commonly overlooked aspect of effective leadership. This crucial ability to perceive and manage emotions in yourself and others is an enormous asset to any organization. As a result of the mountain of information individuals are exposed to today (both accurate and otherwise), EI is more relevant than ever. In this session, Dr. Jarik Conrad, Ed.D, SPHR, SHRM-SCP, vice president of human insights at UKG, explores why organizational leaders and HR professionals must prioritize emotional intelligence to stem the tide of these negative outcomes and provide the best opportunities for their employees and their organizations to thrive even during the most chaotic conditions.

Seeing Compliance Headlines in the Light of Culture. What does compliance have to do with storytelling? If you think about it, the history of compliance is storytelling— newspaper headlines have always been peppered with tales of tragedy, financial catastrophe, criminal behavior, environmental disaster, unfair and unsafe working conditions. These stories have motivated the creation of regulatory “acts” since the 1870s and ushered in the modern era of compliance beginning in the 1970s. As we enter an inarguably new era of business, focused on people and leaning into transparency, trust and authenticity, we should not just be following compliance but leaning into it to help build and sustain our culture. Join Cecily Tyler, lead program manager of human insights at UKG, in a discussion on how to respond more effectively and pivot when compliance hits the headlines. 

Untitled (Why Leadership is More than a Job Title). Assertive. Powerful. Decisive. A “C” title after your name. These are the traits we have often associated with the term leadership. But as our world changes, the most successful leaders are the ones who embrace their imperfections, prioritize empathy, and show up as they are — no matter where they sit on the org chart. In this candid conversation, Pat Wadors, chief people officer at UKG, and Johnny C. Taylor Jr., president and CEO at the Society for Human Resource Management (SHRM) will discuss what it really means to lead with empathy, the need to keep your own cup full in the pursuit of inclusivity, and how, despite the positions they hold now, they’re still learning and unlearning.

HR and Payroll Pros: It’s Time to Take Care of You

HR and payroll professionals are focused on a lot of things. Not only all our usual responsibilities, but we’re working with the management team to fill job openings and make sure employees stay. There are days when we say to ourselves we can’t possibly think about taking time off to attend a professional development program. But we just have to find the best way.

Now is the time to take some of our own advice. If a manager or employee came to us about not having time for learning, we’d tell them that “developing our knowledge and skills makes us better at our jobs”. And it’s true. 

The UKG eSymposium is designed to deliver education on the topics we face every day and could potentially face in the future. It has the ingredients many of us look for in professional development opportunities: 1) high-quality content, 2) no cost to attend, and 3) pre-approved for recertification credits. We all know this doesn’t happen very often. Find some time to focus on your professional development. It’s important. Sign up for the UKG eSymposium. Here are the registration details:

UKG HR & Payroll eSymposium

Culture is Everywhere

Wednesday, June 7, 2023

10a to 4p Eastern

I look forward to seeing you there!     

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How to Find a Mentor – HR Bartender

Estimated reading time: 4 minutes

Recently, my fellow board members over at The Workforce Institute weighed in on the topic of mentorship. I hope you’ll check it out when you have a moment. 

While many organizations have in-house mentoring programs, individuals often seek out mentors outside of work. And when I refer to mentors, I mean someone different from a coach. A coach helps someone achieve a specific goal through listening, questioning, and process. Personally, I believe there’s a place for both mentors and coachesin our personal and professional lives. 

I define a mentor as someone with subject matter expertise in a specific topic. Mentors help an individual by passing along their knowledge and skills. Which is why you should spend some dedicated time thinking about who you would like to ask to be a mentor. Here are three things to consider:

It’s okay to have more than one mentor. If the goal of a mentoring relationship is to pass along knowledge, it makes a lot of sense to have more than one mentor. A person should think about what they expect from a mentor before asking. I know when I’ve been asked to be someone’s mentor the first thing that I want to know is what the person is hoping to gain. It helps me decide if I’m the right person to be their mentor. 

Mentoring isn’t about age. Let’s address an obvious myth. Mentors don’t have to be older people. If the goal of mentoring is to pass along knowledge, that can happen at any age. Yes, it’s true sometimes knowledge does happen with age and experience, but that shouldn’t be the only criteria. Which leads me to my next point…

Mentors should be diverse. An individual could benefit greatly from having mentors that are different from themselves and from each other. There’s no rule that says you have to do everything your mentor says. I would suggest listening and asking questions…but don’t be hesitant to get other insights. The goal of a mentoring relationship is to help you…not to tell you what to do. 

This might also be a good time to point out that mentors are also different from role models. A role model is someone you can look to as a good example. But mentors are someone you have a relationship with. So, there could be individuals you look to as role models like a teacher, celebrity, or even someone at work. It’s possible that your mentor could also be a role model BUT not all role models will be mentors. 

Deciding to have a mentor(s) is a great thing. But it takes some planning. Decide what you’re hoping to accomplish. Think about who might be able to help and their qualifications. Be prepared to talk about these things when you ask someone to take on a mentoring role. Oh, and consider whether your mentoring relationship needs to be in-person or could it be virtual. This could impact who you ask to be a mentor. 

One last thing. Becoming a mentor is a huge responsibility for both individuals. It’s possible that someone might decline your request. Not because of you. Maybe they have too much stuff going on in their life and don’t feel they can give you the attention you deserve. Don’t take it personally. It’s possible that another time could be better. Also keep in mind that mentors aren’t necessarily forever. It’s possible that the mentoring relationship might need to take some breaks along the way. That can be a good thing for the relationship and perspective.

Having a mentor and/or being a mentor is a wonderful thing. The success of the mentoring relationship is based on…having the right relationship. That means asking the right person. For the right reason.

Image captured by Sharlyn Lauby while at the Wynwood Art District in Miami, FL

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3 Steps for Employees to Identify Their Own Learning Needs

Estimated reading time: 4 minutes

I’d like to believe we all know that learning aligns with performance. The more employees learn; the better they perform. But the key to making this connection successful is putting learning and development needs in the hands of the learner which, in this case, is the employee.

If organizations are brutally honest, they’ll admit that managers do not have time to tell employees everything they need to learn. Organizational structures are leaner. Technology is moving quickly. Managers have a full plate and we’re asking them to make activities like the one-on-one meeting their priority.

So, employees need to take some of the responsibility for identifying their learning needs. But before they can do that, they need some guidance. Here’s a three-step approach that employees can use to start self-identifying their learning needs. This is something that employees can do on their own, or during one-on-one meetings with their manager. It could also be explained during orientation, a training session, or in a department meeting. And it could be briefly revisited during goal setting or performance reviews.

STEP 1: Understand preferred learning styles. 

There are three primary learning styles: auditory, visual, and kinesthetic.

Auditory involves listening. It could be podcasts or lectures.Visual includes pictures, graphs, or charts. PowerPoint and video fall into this category.Kinesthetic is tactile. Being able to practice or try the activity is common.

If you’re looking for an activity to help employees identify their preferred learning style, look at the employee’s last performance review or annual goals. With the employee, identify five achievements in the document. Then, ask the employee to explain how they learned the knowledge or skills needed to accomplish the goal. That will give you and the employee some sense of preferred learning styles. 

Be prepared to hear different types of learning. For instance, an employee might prefer to learn a new software program by working hands-on with the program (kinesthetic). But when it comes to a new procedure for completing expense reports, the employee prefers an email with steps (visual). The purpose of this step is to heighten an employee’s learning style awareness and start the conversation. 

STEP 2: Determine what needs to be learned.

Now that there’s an understanding of preferred learning styles, it’s time to discuss what needs to be learned. Ask employees to look at their current goals and for each goal, identify the 10 steps it will take to accomplish each goal. Be specific in each step. Then discuss with the employee what knowledge or skills need to be learned. AND, at what level.

For example, let’s say one of an employee’s goals is to update the company policy on customer product returns. Part of the steps might include benchmarking the product return policies of the company’s competitors.

However, how much information an employee needs to understand about benchmarking could vary. If the employee will be tasked with conducting the research, then they need to know a lot about benchmarking. However, if the company is planning to hire an outside firm to do some of the research, and the employee will be overseeing the firm’s work, then they might only need to understand the process at a high-level versus at a hands-on level.

STEP 3: Develop a personal action plan. 

Now it’s time to align learning with performance. Employees have an understanding of their learning style (visual, auditory, and kinesthetic). They also know how to identify the individual knowledge and skills to be learned by breaking down larger goals into smaller steps.

Employees can use the SMART acronym (specific, measurable, actionable, responsible, time-bound) to develop their personal action plans. Many organizations already use SMART in goal setting. It’s an acronym that has tremendous flexibility. Employees can learn how to use SMART in orientation or onboarding. Then they are equipped with a tool they can use throughout their career. 

For an activity, ask employees to develop SMART plans for each of their goals. Managers can review the plans with the employee during one-on-one meetings and monitor their progress. 

It makes good business sense for organizations to give employees the methodology and tools to manage their own learning during orientation or onboarding. Employees start their jobs with a clear understanding of their role and expectations with goal setting, one-on-one meetings, and performance management.  

Meanwhile, managers can spend their time coaching employees to use the process well. Ultimately, the organization wins because managers and employees are using their resources and tools to perform at the highest level possible and accomplish their goals. 

Image captured by Sharlyn Lauby while exploring the streets of Honolulu, HI

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