Tag: success

We’re failing our people

The Society for Human Resource Management – or SHRM – recently released some very interesting surveys around employee engagement and talent acquisition. Both reports have some very interesting information, so I highly suggest you download and give them a read.

As a leader and an HR professional, there were a few stats that stood out for me:

  • 88% of US employees reported overall satisfaction with their current jobs
  • 45% of US employees reported they were likely or very likely to look for a job outside their current organization within the next 12 months
  • 32% is the average turnover rate in the first 6 months for new employees
  • 26% of jobs are filled from internal candidates

Now, I’ve been known to find patterns and connections that are tenuous at best (don’t call me a conspiracy theorist…it’s really more of a hobby). But when I see these stats together, I’m inclined to make some leaps of logic, such as:

  • People are “satisfied” but would happily jump ship because they think there’s something better out there (read: “it’s all about the benjamins”)
  • 3/4 of our jobs have to be filled externally because we didn’t plan ahead
  • We’re doing a pretty crappy job of selecting the right people and/or onboarding them properly

In short, we seem to be failing our people as leaders. the-office-quotes-12-main

Yes – I’m pointing the finger at leaders right now. We’re the ones making the decisions. We create comp structures that incent employees to leave within two years (or is it three years) or lose earning power. We make lazy hiring decisions – either waiting too long to make a decision and thus lose the best candidate, or we settle for someone who isn’t really qualified because we just need a warm body.

And why are we making those lazy hiring decisions? Because we haven’t invested in employee development for a long time. The recession of 2007/2008 (and beyond) helped us justify cutting costs for developing our people – even though we know it would improve their performance, commitment and our bench strength. Oh, and it would also improve our managers, who impact our employees’ day-to-day lives. But hey…we really needed to save that $300,000 at the time. Right?

And so, we are playing catch up. Our workforce is facing a retirement wave. Yes, it was delayed by a down economy as people stayed in the workforce longer, but now people are leaving to enjoy their hard-earned retirement. So we have to hire external people to fill the leadership or more senior roles we should have been developing internally. And yes – a healthy mix of internal to external hires is preferable. But do you think it’s 25% to 75%? Really? Because our current employees see this happening and decide that there is no future for them at their current company…so they start looking.

We can make it better.

We can look at our employees’ development and decide to invest in them.

We can build Total Rewards programs that actually reward people. AND keep up with market increases. You don’t want to build base salary? Fine. Offer incentives/bonuses/whatever you want to call them. Build in some flexibility, too.

We can have conversations with our employees about their career goals, and then try to help them reach those goals. Will they always be at the current company? No. But that employee will remember you did that for them and share that story. And now you have an employer brand to be proud of.

You’ve all seen this old chestnut:

CFO asks CEO: What happens if we spend money training our people and then they leave?

CEO: What happens if we don’t and they stay?

Now replace “training” with “developing” or “investing in” or “caring about” our people. And realize that the CEO in this quote doesn’t need to worry.

The reality is, they won’t stay. They’ll find an organization that values them enough to invest in their future. And they’ll leave angry and bitter rather than inspired and grateful. And they won’t be our problem any more. And the cycle will repeat.

This is your call to action. This is your chance as a leader to use your voice and your influence to change the system. Show the business you mean business. Show your people you care.

Turn failure into success.

A skeptic’s view of happiness at work

The Intro Bit

If you know me, follow me on social media, or just make up a fake backstory about me (please make me a pirate), you probably realize that while I like to laugh and have fun, I’m not a particularly “up” person.

What I mean by that is I am not a Pollyanna who looks on the bright side of things and always believes things are all going to work out. I tend towards realism with a dose of cynicism. (And a side of eyeroll for good measure.)

So when the whole “happiness” thing started hitting the internet, I was skeptical.  It sounded like just another way of talking about work without having to have any data or research behind it beyond a Cosmo quiz. And deep down, I suspected Pharrell had something to do with it.

Therefore, I did what every good skeptic does. I researched it so I could debunk it.

The Sorta Science-y Bit

Here’s the thing – while some of the “science” out there is a little sketchy (or…a LOT sketchy), there is some really compelling evidence that happiness at work makes a difference to the success of an organization. The iOpener Institute has developed a happiness measure and released some findings in the Wall Street Journal – happy employees stay twice as long, are more likely to help their colleagues, are less likely to be absent, and are more efficient. (For more info, read this white paper.)

Basically, happy employees perceive themselves to be more connected to their organization and are therefore more likely to stay on task and are more likely to choose to be engaged at work than non-happy employees.I_want_to_believe5

The Skeptical Bit

While certain research points to some strong correlation between happiness and connection to business, there is no predictive model between happiness and business performance indicators.

Also, happiness sounds suspiciously like “satisfaction” to me – and you can have satisfied employees who are completely happy to do as little as possible at work. In fact, some research even suggests that job satisfaction has a NEGATIVE impact on productivity. So I’m curious to see more about additional research into this area.

The ‘Here’s How to Make it Work’ Bit

While still preliminary, there’s enough out there to point to definite benefits to supporting happiness at work. As leaders and HR professionals, you are in the perfect position to help employees make the choice to be happy, thereby gaining some positive outcomes for the workplace.  As employees, no matter what your role, you have the power to decide about your own happiness at work.

Some things to keep in mind as you embark on the journey to Work Happyland:

  • Happiness is unique to each person: One of the reasons a predictive model is so hard to find is because “happy” means different things to different people. Watching this video of a tiny horse trotting makes me ridiculously happy. Other people prefer NASCAR. So you have to be willing to adapt to the needs of your team and organization.
  • The pressure to be happy can bum you out: One psychological experiment reported by the Harvard Business Review suggests that the increased expectation of employees to build an “upbeat” workplace can lead to resentment – having the opposite effect on the workplace. Don’t force your people to smile all the time. Create environments where happiness can happen organically.
  • Sometimes, it’s okay to work angry: Some people are more focused, able to detect deception, and negotiate WAY better when they have a little edge. Keep in mind that sometimes happiness can hurt productivity and quality, so don’t be worried if someone isn’t giddy all the time.
  • Help folks set boundaries: We continue to blend work and life more and more – and it’s stressing people out. By making it okay for your employees to leave home at home and work at work, you give them permission to save their best selves for when they need it most.

The research in this area is still emerging, so I am keeping my eyes and ears open as we learn more about happiness at work. I also reserve my right to roll my eyes every now and then if you try to tell me it’s a standalone metric, or if you try to be all obnoxious about it.

On the other hand, my inner skeptic wants to be believe. After all, we spend A LOT of time at work. So why not at least try to make it a happy place to be?

 

Want to join me in learning more about happiness and other good stuff in the workplace? Come to the WorkHuman 2016 Conference in Orlando, May 9-11, 2016. To register, go to  and use promo code WH16MF300 for $300 off.  THAT should make you happy!

 

 

Leaders know their business (Yes, even HR)

In case you haven’t figured it out by now, I work in the world of Human Resources. I think it gives me an interesting perspective on how people interact in the workplace, so I write a blog about it. Write what you know, they always say.

I typically focus on leadership (being led and doing the leading) because I think that relationship has some of the greatest influence on the success or failure of a business plan. No matter how great your business strategy is, if you can’t get people to work together well, you’re doomed.

Every once in awhile, I do like to focus back on my HR-centric world. Partially because it’s what I really know, but also because I think it’s useful for leaders and employees to get a glimpse into what happens in HR. Sometimes it’s good to look behind the curtain. From time to time, I also focus on HR because I’m perplexed and a bit miffed at what employees of all walks think HR should and shouldn’t do.

This is one of those posts.Head in Hands

I was speaking at a local HR event recently, and got to talking to one of the attendees. Turns out, he wasn’t really “true” HR, he was the head of operations; and in his organization, HR fell under his purview. So, to his credit, he felt like he should learn more about HR. Good for him.I like when people try to learn a little bit about the groups who report to them.

He asked what I do and where I work, and because of that, we started talking about the water crisis in Flint, MI. He didn’t really know what was going on, so I gave him an overview of the issues, why it’s a scary thing, where things may have broken down, and what we were doing in OUR community to educate our customers about our process and assure that we had the right measures in place to ensure Flint doesn’t happen here.

He was gobsmacked.

Seriously. He was shocked that I knew about my industry, knew what was going on across the country, and knew how my organization was responding to the situation,  both internally and externally.

I said, “But it’s my job to know my business.” And he said, “But…you’re in HR.”

Sigh.

Listen. I am a leader. You are a leader. As leaders, WE ARE REQUIRED TO KNOW OUR BUSINESS. You wouldn’t have that reaction to a marketing manager, would you? You wouldn’t be all shocked that an operations manager knew the business, right? So why be surprised when HR approaches it the same way.

HR leaders, Operations leaders, Sales leaders – we all have the same role, just in different functions. We should have the same expectations placed on us regarding our industry, our business, our customer base, our trends, our threats…all of it. Yes, we have unique expertise, but we apply that expertise to the same organization.

So the next time an HR leader wants to sit in on your staff meeting, don’t freak out. Recognize the action for what it is – a desire to learn more about the business so they can help you be successful.

It’s our job.