Lies and Hunches

Resumes are often filled with lies. Some people should get a Pulitzer Prize in fiction for what they try to sell as fact. They lie mostly about their job positions and responsibilities, their education and certification, salary, and how long they worked for a firm. So, it doesn’t make sense to hire people based on a piece of paper.

Hiring should be based on a number of factors that you weigh before making a decision. These include: the interview, testing, background and reference checks. The interview process needs to include behavioral based questions, work simulations and the evaluations of work samples. The testing needs to include the old fashion IQ test, and assessments that evaluate people’s value systems to see that they fit your firm’s values. The background check includes using a professional company that does nothing but background checks. Talking to references is something that the applicant should set up between you and the reference. This tells you how bad they want the job and shows self initiative.

Lastly, never hire on a hunch--except after you have done all of the above. Your hunches are only accurate when you have done your homework. If you have two equal candidates, and have done all of the above, then you can make an objective decision along with your intuition, and pick the right one.

Decision Day

Here's an idea to help you when you need to fire employees. Give people a "Decision Day" just before you fire them. Do this after you've done all the proper documentation and warnings. Give them the day off with pay, and ask them to think about making a decision between two choices when they come back in the next day. Either they can accept immediate termination, or they can decide to stay on, but must sit down and write up an action plan to improve in whatever areas are the problem by a certain deadline date.

Working Longer Doesn't Increase Productivity

A study performed by Work Life Balance International asked people about long hours vs. personal effectiveness and productivity. They found that working longer did not make workers more productive. Many said they were not working smarter nor more productive. The study compared best practice companies against non-best practice companies. Forty percent of the non-best practice companies said they spent more time at work because their presence was rewarded, instead of their performance and results. They get rewarded for just being there, so they are just there, and not productive. With the best practice companies, only twelve percent felt they were being rewarded for just being there.

How are you rewarding your people, and what are you basing it on? Are you measuring their productivity? If you reward them for just being there, they will be present, but not engaged and productive. Find a way to measure their productivity, and what they accomplish, and reward them for it. What gets rewarded gets repeated, whether it be positive or negative behavior.

The Real Reasons They Call In Sick

A survey from CCH, a legal research and analyst firm for Human Resources, finds that two-thirds of American workers who call in sick last minute do so for reasons other than sickness. These reasons include family issues (22%), personal needs (18%), entitlement mentality (13%), and stress/burnout (13%). The most frequent days people call in sick are on Monday and Friday, followed by holidays such as Christmas and three day weekend holidays. Remember that your people are often juggling work with their family obligations. We need to stop thinking in terms of a tug-of-war for their time and instead, think of how we can partner with them and be family supportive. Remember people take care of first what hurts them the most or matters to them the most! Think in terms of helping them to get what they need, and letting them help you to get what your organization needs. Think win-win for both.

Although illness verification and discipline can help in lowering absenteeism, it can backfire if employees think they must come to work when sick, spreading illness, and being unproductive. Educate your people about the dangers of coming to work when they are sick, and encourage them to stay home until well.

Supporting their life style needs (not weird stuff) includes telecommuting when possible, flex-scheduling, compressed work weeks, Employee Assistance Programs, allowing time off for family health and school problems, and possible help with day care. Paid leave banks/paid time off (a single bank of hours to be used as needed) are one of the most effective absence control programs

Absenteeism is often tied into employee morale, stress, and burnout. The more unhappy your people are, the more unscheduled days they will take off. As always, stay close to your people and keep your finger on the pulse of their morale. Remember that what Senior and Boomer generations come to work for is much different than what Gen X and Y come to work for. Why they may take off is often very different as well. What worked 20 years ago to prevent absenteeism may not work today.

Employee Handbooks

Your employee handbook can become a problem if it is outdated, vaguely written, and is contrary to what you actually do. It’s a bigger problem if employees think it is some kind of employment contract. Remember that employee handbooks often get dragged into court as evidence against companies. Here are some mistakes to avoid:

1. Making promises you can’t keep.
2. Vague policies.
3. Too much detail, making it confusing.
4. Inconsistencies with other documents.
5. Reassuring employees that their jobs are secure.
6. Not updating the manual with new laws.
7. Not reserving the right to make changes.
8. Using the term “probation period.” This can imply that after they have passed probation, they are there forever.

Always omit promises you can’t keep and anything that you are not going to enforce!

Has Your Employee Been Arrested?

When you learn an employee has been arrested, what is your first reaction? Probably disbelief-- but do you jump to conclusions? Remember that an arrest does not mean they are guilty. Here are some things to consider: First, do not discuss this with anyone who is not involved. Keep your conversation limited to people who are in management positions. You could defame someone’s character and risk a defamation lawsuit. Second, seek advise from an attorney as to how to handle it. Remember that employees have certain rights. Next, determine how serious the arrest is. An anti-war protest march is very different than breaking and entering. Finally, check and see if there are any contracts or agreements signed that prevent them from being immediately terminated. One more thing: if the person is found innocent, do your best to restore their reputation within the firm.

Mind Your Manners!

In a recent discussion during my seminar, “It’s a Y World,” we were talking about the fact that many Generation Y employees (16-26 years old) just entering into the workforce may not have certain manners or etiquette to properly sell, have lunch with clients, or interact with customers. This is not a put down, but just reality stemming from the way they grew up, living their lives behind a computer, text messaging,and not having enough social experiences yet. They may not know certain protocols. One senior VP stated his company did mandatory training on interpersonal skills and etiquette so they did not lose accounts. This included communication skills such as handshaking and introductions, proper dress, courtesy, and how to properly eat in a restaurant. The comment he made was that they did not want their young people, who were really sharp and good employees, to seem as if they lacked manners and proper social skills. They know it could mean lost business. The VP said the training has made a difference judging by comments they received from customers. Implementing this training in your company could make a difference.