Employees who are unvaccinated for Covid-19 pose a significant financial threat to organizations of all sizes and industries.

Before developing a Covid-19 vaccination policy, HR professionals should ask themselves these questions:

1. How much net profit are you willing to give up in order to treat unvaccinated employees with severe symptoms?
   It’s important to keep in mind that health insurers don’t take on any risk. Whether your company is fully-insured, self-funded, or anything in between, increased utilization caused by unvaccinated employees is going to hurt your bottom line with claims and possibly higher renewal rates.
   
   
2. Is it fair that vaccinated employees will largely subsidize the medical costs of unvaccinated coworkers?
   Within many organizations, employees fund a large portion of the company’s overall healthcare spend, so it’s important that we consider the moral and financial implications of how unvaccinated employees are affecting the rest of your population in terms of higher premiums for everyone, even the vaccinated.
   
   
3. What is your cash position, and how might you adjust medical stop loss policies (reinsurance) in order to achieve greater optimization?

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A recent Kaiser study showed that over 100,000 preventable hospitalizations occurred between June and July of 2021, and that unvaccinated employees pose a significant financial threat to organizations regardless of size or industry. Since commercial health plans pay an average of +241% of Medicare reimbursement rates, the average cost of hospitalization for each unvaccinated Covid-19 patient is approximately $57,919 dollars.

Impact on Commercial Health Plans

Fully-Insured Plans:

Small and mid-size businesses that buy “fully-insured” health plans often have a “pooling point” (specific deductible) of $30,000 to $50,000 dollars.

Partially Self-Funded & Level-Funded Plans:

These plans often have a specific deductible of $50,000 dollars -- or more -- on each member. This means that the employer is responsible for paying claims up to this threshold, and every dollar spent doing so comes right out of the company’s bottom-line.

Self-Funded Plans:

These plans have unlimited liability, and every dollar used to pay claims related to unvaccinated employees and dependents comes right out of their bottom line.

Read the full white paper.

Donovan Pyle is a Registered Employee Benefits Consultant and Certified Health Value Professional. He sits on the board of the Health Council of East Central Florida and is the CEO of Health Compass Consulting in Orlando.

In the wake of the global recession and pandemic, employers are looking to optimize their company health plans --- and for good reason. According to a recent Brookings study published in the Wall Street Journal, the Biden administration’s first stimulus round alone will push the jobless rate as low as 3.2% in late 2021. Compounding this, a whopping 40% of employees are considering leaving their job in 2021 according to this year’s Microsoft World Trend Index. This means that in order to avoid massive turnover and business disruption over the next 12 months, employers need to develop a strategic plan to retain talent.

Why is retaining talent important? Well, according SHRM best-selling author and turnover expert, Dick Finnegan from C-Suite Analytics, “it is likely that employee turnover and cost of employee disengagement ranks among each company’s top-five costs”. Since the goal of most corporate health plans is to attract and retain talent, now is the perfect time to re-think your company’s approach.

Five Steps For Success:
1. Clarify the purpose of your program
Whether your plan is new or you're revamping an existing program, the first step is to clarify the purpose of your health plan. Most companies offer healthcare benefits because it’s the most economical way to attract and retain talent, but this is only true if their investment is fully optimized and actively managed by benefits brokers to deliver maximum value to employee populations.

2. Optimize your healthcare investment
The second step is to work with your independent brokerage firm to discover which healthcare financing and procurement model works best for your organization today and how it will evolve over the next 3 to 5 years. If your financing, procurement, and risk management strategies are effective, you will be able to improve benefits while reducing costs. If you’re looking for inspiration, one need not look further than our own backyard where companies such as Rosen Hotels, McCoy Federal Credit Union, and even well-known sports bars have consistently delivered more value to their employees for a fraction of what their competitors pay. Getting quotes from standard markets for pricing is easy, but many groups gain much greater optimization from the development of custom plans that measurably and consistently reduce risk while improving benefits for populations. Not only should your broker build you several custom plans with various levels of risk management, but they should be actively managing your plan throughout the year to identify where additional risk management interventions are needed. For example, if you see an increase in specialty medication use, there’s no reason to wait until your renewal period to find a more cost-effective way to procure those medications.

3. Understand your competitors
The metaphorical talent war is on and as Sun Tzu famously said, “If you know yourself but not the enemy, for every victory gained you will also suffer a defeat.” If talent acquisition and retention is your goal, then you’ll want to understand what your competitors are doing and make a calculated decision about what your company’s premium contribution should be. Work with your independent benefits broker to develop a contribution strategy that is equitable, sustainable, and supports your goals.

According to the 2020 Kaiser Family Foundation (KFF) Health Benefits Survey, employers contributed an average of:
● $6,227 for single coverage. Employees contributed $1,243.
● $15,754 for family coverage. Employees contributed $5,588.

Of course this varies greatly depending on your geographic location, population, plan design, and risk management interventions.

4. Develop a multi-year strategy
To help align your health plan with company goals, develop a multi-year strategy that consistently and predictably reduces costs while improving benefits for employees. This can mean replacing vendors with those whose financial interests align with yours, or adding risk management solutions to your program. Either way, a multi-year approach will allow Chief Financial Officers to more accurately predict costs and reduce administrative work for HR leaders at renewal time.

The chart below illustrates how much money many mid-size organizations can save while maintaining or improving benefits and network access for employees.

5. Implement, market, and actively manage your program

After a direction has been chosen, it’s time to implement! Your enrollment meetings should be joyous and fun. Why? Because if you’ve optimized your plan effectively, you should have lots of good news to share with your employees! Perhaps you’ve eliminated some copays on the plan, or maybe you improved provider access or reduced their premium share --- effectively giving them a raise. These are all things to be celebrated.

After your enrollment is complete, your benefits broker should launch the marketing campaign they designed for your company that continuously educates employees about how to use your plan and its value to them. Your broker should also be actively managing your health plan throughout the year to identify opportunities to guide employees toward high-quality healthcare providers that reduce physical and financial risk.

As the labor market heats up and employees continue to weigh their new work-from-anywhere employment options, employers will increasingly need to leverage human resource departments to retain the employees needed to achieve company goals. Overworked HR professionals who step up to the plate and take the extra steps needed to optimize health plans will undoubtedly give their organization an advantage over those who press the “easy-button” and hope for the best.

1. Mediation is efficient, fair and confidential. Parties to a mediation get to decide how to resolve their conflict in a confidential setting. This way they can be open and honest and be part of a negotiated solution. They are much more likely to follow through on any agreement reached.  No one has to defend themselves or prove anything. The Mediator controls the process and helps to keep parties on track but the outcome is decided solely by the parties
   
   
2. Mediation saves money and helps avoid costly lawsuits. When employees feel they have a place to be completely heard, they are less likely to file discrimination claims. The cost of a Mediation is much less than attorney fees and lawsuits. When there are unresolved conflicts at work, employees are more likely to quit which increases turnover costs. 
   
   
3. Mediation saves time. Most workplace mediations take between 2 and 4 hours and are completed in one session, saving managers and HR staff many hours trying to manage a dispute. If the conflict goes to litigation, it can take months and many hours of the HR department and any employees involved in the dispute. Mediation also takes less resources and less time than a traditional investigation.
   
   
4. Mediation promotes improved working relationships and work environment. Conflicts can resolve issues between manager and subordinate, business partners or colleagues at the same level. Complaints are discussed in an open session where a win-win problem-solving approach is utilized. When more punitive approaches are used such as investigations, the underlying issues often remain simmering under the surface. This can cause long term harm to working relationships and lead to a hostile work environment.
   
   
5. Mediation improves overall productivity. Mediation provides an opportunity for parties to openly discuss their perspectives of the underlying conflict. Increased communication leads to a mutual understanding of where each party is coming from. When the underlying conflicts are resolved, the entire work environment improves and therefore employees are able to focus on productivity instead of being weighed down by conflict.

This article was brought to you by the Greater Orlando Society For Human Resource Management.

Looking for a career with a ton of stability, a solid paycheck, and the chance to flex your creative muscles while problem solving? If so, computer science or IT might be the right field for you. Every industry is growing increasingly dependent on technology, and, in turn, increasingly dependent on those who can make technology work at its best. That’s why computer science - and those who pursue it - have so much potential in the job market.

That said, it can be a complicated and competitive world to break into. Here’s a look at some of the things you need to know to before getting started on this career path:

Getting a Degree Matters…

If you’re thinking about entering this field and you’re about to start college, majoring in computer science or IT is a great way to get a taste for the industry. Not only will this give you a chance to learn the basics in an encouraging environment, but it will also help you to gain a more in-depth understanding of the core concepts. This empowers you to be an innovator and make waves in the industry.

If you want to take an even deeper dive, or you’re looking to beef up your resume, you can look into earning your master’s degree. This is a great way to show companies you’re an expert in your field. If you’re currently working, look into an online master’s program. This gives you the flexibility to learn at your own pace and in your own time - a valuable asset for full-timers.

...But it’s Not the Only Path

All of that said, there are people who are able to successfully enter the field without a degree. However, it requires a ton of legwork and self-teaching. If you’re trying to go this route, consider reaching out to a programming community that can give you tips and feedback on your practice work and personal projects.

You should do this because when you program solo, you don’t tend to worry much about how other people will take what you’ve written. However, LifeHacker notes code is not only judged on whether it gets the job done, but whether it can be understood by other programmers down the line. A code that works, but is a huge mess along the way, isn’t going to impress potential employers.

Learn How to Network

Many people go into technical fields thinking that soft skills aren’t going to be a big part of the equation, but strong networking gives you an edge no matter what industry you’re entering. If you’re in school, take the time to participate in any professional organizations available to you on campus. Meet people, get names, and stay in touch - you never know who’s going to have an opportunity down the line.

Out of school, you should look into computer science and IT organizations in your city, but consider online connections as well. Don’t make the mistake of limiting yourself to what’s local - more and more companies are open to remote employment these days, so your zip code might not be as much of a barrier as in the past.

Keep Your Skills Sharp

Finally, one of the most important things to know going into computer science and IT is that it’s a constantly evolving field and, as a result, you must be a constantly evolving professional. It’s important to stay functional in as many languages as you can manage, and really commit to being proficient in several as well. When it comes to your resume, Codementor points out personal projects can be just as much of an asset - and often, more so - than professional work. Stay hungry, and always look for ways to stay at the top of your game.

Computer science is a great field for anyone who wants to find a way to weave logic and creativity into a single career. Plus it’s well paying, in-demand, and, when done well, can make you absolutely pivotal to a company’s success.

Photo Credit: Pexels

If you’re feeling unfulfilled in your career, it may be time to pursue your greatest passion and earn a living doing what you love. According to one survey , 92 percent of adults who pursued their dream jobs from childhood reported feeling happy in their careers — compared to 84 percent of those who didn’t pursue their childhood dreams. And while most adults don’t end up with their dream jobs from childhood, this doesn’t mean it’s too late to pursue a career that aligns with your talents, interests, and passions. 

If you’re ready to start doing what you love, you’ll first need to find your passion and explore potential job opportunities — whether it’s starting your own business or embarking on a new career path. The following tips will help you do it!

Find Your Passion

It’s possible to do what you love for a living, but you’ll first need to discover your passion and start integrating it into your everyday routine. If you’re passionate about art , for instance, you might learn an instrument, audition for a local theater, or create your own graphics and memes. 

If you enjoy helping others , you could volunteer with a local non-profit organization, donate unused or unwanted items to charity, or lend a hand to a senior neighbor. If writing is your passion, you could start your own blog , guest post on other websites, or use creative prompts to write something new each day. 

Explore Career Paths

Next, you’ll need to research potential career paths and job opportunities. Here are some things to consider as you prepare to turn your passion into profit:

• Are you ready to start your own business?
• Does freelancing interest you?
• Do you want to work from home?
  
• Are you looking for a traditional job with a stable income?

If writing is your passion, for example, you could launch your own freelance writing business from home. Or if helping others is your passion, you could look for a job in counseling, nursing, social work, human resources, or public service. For those who love art, possible careers range from fine artists and art gallery curators to teachers and art therapists. 

Depending on the type of work you’ll be pursuing, you may choose to join a professional organization , take an online course or two through learning platforms like Coursera or Lynda, and connect with people working in your desired profession. 

Purchase All the Essential Tools, Supplies, and Equipment

Now that you’ve found your passion and chosen a career, it’s time to set yourself up with all tools, supplies, and equipment you’ll need to successfully turn your passion into profit. Whether you’ll need a new webcam, printer, laptop, smartphone, or camera, you can find all of these items and more if you shop online at stores such as Best Buy. And if you do some digging, you can save with a Best Buy discount code , coupon, and other sitewide sale offerings. 

When purchasing the items you’ll need to turn your passion into profit, remember to save your receipts and keep track of your expenses. If you’re starting a business of your own, you can typically deduct up to $5,000 in startup costs within the first year of business. 

Pursue Your Passion for Personal and Professional Fulfillment

Again, workers who pursue their passions — especially their dream jobs from childhood — are happier in their careers. And while becoming an astronaut, veterinarian, or actor may not be possible for everyone, there are so many other ways for adults to pursue their passions and make a living doing what they love. It takes hard work and commitment, but those who are truly passionate about their career change will surely achieve success. 

Are you thinking of starting a career in human resources? Join the Greater Orlando Society for Human Resource Management (GOSHRM) today. If you have questions about memberships and more, contact the GOSHRM team.

Whether you plan to attend the conference in person or on-line, I hope you’ll take the time to check out Amanda Simpson’s session: “Tiptoeing Through the FLSA Minefield: How to Navigate the Pitfalls & Not Get Tripped Up.”

Let’s start by getting to know Amanda a little bit. Amanda Simpson is a Principal in the Orlando, Florida, office of Jackson Lewis P.C. She helps employers prevent and resolve workplace disputes. She does this by giving advice on the full spectrum of the employment relationship, from hiring and promotions to disciplinary action and terminations. In addition to advice and counsel, Ms. Simpson defends employers before state and federal administrative agencies and in arbitrations and courts throughout the United States with respect to claims involving discrimination, breach of contract, retaliation, harassment, wrongful discharge and state and federal wage and hour disputes. Ms. Simpson has successful trial and appellate experience both in the state and federal court levels. 

Continue to read more by clicking the link below....

Click below to read the full article presented by Amanda Brunson.

Brandon Allen is the owner of Smart People Inc. as well as an Organizational Effectiveness Consultant. He is a master of transformation, facilitating the gap between uncertainty and results, engaging leaders and teams to build and execute effective plans that move organizations into action. In the end, whether it's a strategic plan, a business planning meeting, or team and leadership development, the goal is positive movement toward a better outcome, and Brandon delivers. His confident, easy, and fun style puts leaders...

Download the pdf file below to read the full article  

Wendy Sellers, MHR, MHA, SHRM-SCP, SPHR is a Consultant, Advisor, Educator, Recruiter, Author and

Disruptor with 25 years’ experience in HR operations, recruiting, downsizing, change management, strategy, corporate culture, coaching, supervisor & manager training and leadership development in all size business (local startup to global enterprise) in a wide variety of industries including healthcare, professional services, technology, manufacturing, construction, engineering, higher education, federal contractors, public safety, non-profit and government agencies (to name a few).

How many years have you spoken at HR Florida conferences and what makes you want to keep coming back?

This will be my 5th year speaking at the conference. Simply put, I like to give back and help others learn from my very, very painful mistakes.

Tell us about your session at #HRFL20, and what is the one take away you hope every attendee has?

Let’s face it, jerks are part of our lives. We can’t escape them as they are everywhere. However, it is how we deal with them that makes the difference. We have “performance assessments” but we often miss the target altogether when dealing with behavior. The main takeaway ...

Click here for the full Q&A with Amanda Brunson.

Q&A by: Amanda Bruns on

Mark Griffiths is a Client Partner at Newleaf Training and Development and oversees the East Coast office in Orlando. Newleaf provides customized training solutions including eLearning Development, Instructional Design Services, Leadership & Management Seminars, Webinar Design and Delivery, Coaching, Keynotes and Assessments including MBTI, DiSC, DiSC 360 and TKI. Mark has personally gained over 19 years’ experience in the training, eLearning, recruitment and staff development industry - working with non-profit, education and privately held organizations such as Hilton Grand Vacations, AAA, Randstad, Boston Scientific, Tesoro, McGraw-Hill Education and Citrix to create and deliver high impact blended training solutions incorporating a range of innovative inst ructor-led and online eLearning techniques to enhance employee engagement and achieve business outcom es.

Click here to read the Q&A with Amanda

By Lynn Dao

Source

Effective business management is a combination of art and science. The scientific element is the result of the experience and research about what works best to motivate direct reports. The art of management involves understanding individuals, including yourself, so you can successfully apply best business practices within the context of your company’s culture to help your team achieve its goals.

Fortunately, there are a few easy-to-understand steps you can take to help foster a first-class working environment. Here are six of the best.

1. Communicate Clearly

Establishing clear expectations and then define individual responsibilities. This is an essential element of effective management. People can’t deliver on goals they don’t understand. But communication is a two-way street. A good communicator, like a good manager, is also a good listener. You need to understand the strengths and weaknesses of the people on your team so you can assign the right task to the right person. You also need to know if you’ve succeeded in communicating your goals. You can’t do this without feedback, empathy, and patient listening.

2. Lead by Example

You can’t expect your staff to work hard if you don’t. And it’s up to you to foster the atmosphere of respect and mutual understanding that is a keystone of a solid, productive team. Here, as elsewhere, nonverbal behavior counts for a lot. What’s your demeanor and attitude as you go through your day? As with work ethic, your team will notice and follow suit.

3. Maximize the Physical Environment

Don't underestimate the value of the layout for desks and workstations. Trends come and go: modular, cluster, and open-plan are just a few of the classic options. And much depends on the necessary work and information flow. But no matter what your office layout, goodwill and productivity will be improved by having plants growing in your workspace. Plants add color and texture to the work environment. Better yet, they're living air fresheners that can remove toxins while pumping oxygen into the closed work environment. One great option for interior decor is the Auntie Lou cordyline. This has beautiful burgundy foliage, grows from 3-6 feet, and flourishes in partial sunlight.

4. Say ‘Thank You’

It doesn’t take long, nor does it cost a thing, to walk across a room and acknowledge a job well done. The benefits of simple old-fashioned praise go a long way. You work harder when you notice your efforts are noticed and appreciated. So will the people around you. For tasks that deserve rewards beyond the words “thank you” or “good job,” the same principle applies. People respond to personal touches. Some people appreciate being taken out to lunch, others more autonomy, or some extra time off. The key to getting it right is knowing your staff and listening.

5. Be a Good Coach

When staff members come to you with problems, focus on the process. Ask the employee to outline the problem, the impact it is having and the remedies that have so far been tried. Consider the next steps together and have the employee come back to discuss how well these have worked. This turns the focus from the problem to the solution.

6. Delegate

As a manager, you only have so much time to address the tasks at hand. You might like to do everything yourself and demonstrate your own work ethic, but the time you spend teaching others to assume some of your tasks can reap significant rewards. It will build staffers’ confidence and skills. It also engages them in workplace goals and culture and encourages innovation and commitment.

When trying to become a better manager, remember that while the human needs for praise, respect, and autonomy are universal, each person has individual needs and desires. The specific motivation that might work best for you might not work best for others. But conscious management can help you map out effective steps for everyone.

Lynn Dao is an entrepreneur who started her own tech firm at the age of 35 and has since expanded into six more markets. She credits her success to offering flexible work schedules and keeping her employees well-fed.

Demand But No Supply?

3 ways to get more young people into manufacturing

by: Lori McKnight, VP of Recognition (CSI Stars)

Many HR professionals in the manufacturing sector are struggling to find skilled young people to meet their growing demands to remain competitive. 

This is reaching a boiling point in today’s tight labor market. Manufacturers are competing with “sexier” industries for young talent in an underdog position because of an often poor industry brand association and…  

• An older workforce – the average manufacturing employee is 56 years old and 80% of jobs are filled by workers aged 45-60

• Outdated perceptions - Millennials and Gen Zers (along with their parents) don’t view manufacturing jobs as offering a desirable career path  

• High turnover and absenteeism – manufacturing employees are 25% less engaged than the overall workforce

• Command and Control Management - manufacturers often focus on “output” and “cost control” verses “innovation” and “employee engagement”. This management style is less appealing to young workers who have different workplace expectations from their parents

• Instability – job stability is important to young people. Manufacturing is particularly impacted by the economy and trade volatility 

Despite these hurtles, here are a few creative initiatives your manufacturing company can consider to improve your ability to attract and retain young talent.

1. Take Your Parents to Work Day

     You read that right. Manufacturers such as Toyota  (Indiana plant ) are inviting parents into their facility
     to sell them on the employment benefits their children can expect joining this automotive company (skill
     development, benefits, robotics, etc.).

Why focus on parents rather than the candidates? Parents of Millennials and GenZers have considerable influence over their adult childrens  career and life decisions. The terms “Helicopter and SnowPlow Parenting” were coined by Baby Boomers. Companies are starting to realize if they can win over parents, it will be easier to entice their talented offspring.  

2. Show, Tell and Sell

    According to a 2018 Leading to Learn Study, only:

• 3 in 10 parents would consider guiding their children into manufacturing

• 49% of Millennials think manufacturing offers a fulfilling career path

• 32% of parents think manufacturing is a safe and clean environment to work 

You can see the problem. 

Develop a compelling story about your company that will resonate with young people. Promote the innovative technology and caliber of employees you have. Think like Silicon Valley and sell employees on the cool things your company is doing to help customers, the community or the climate. Good PR in the right locations (i.e. campus newsletters are a good start) will help overcome the stigma of manufacturing being dull, dirty work.

3. Invest in your People

     According to Kronos Research 54% of manufacturing workers cite lack of motivation and not feeling
     valued as a daily challenge. There are a few things HR can do to show leaders “what’s in it for me” by
     embracing what today’s multigenerational workforce needs to perform.

• Educate. Talk about generational differences. Provide examples of what successful manufacturers are doing. Invest in coaching and manager skills training 

• Make time for social events and require managers to be there. Foster more cohesiveness within your teams. It’s hard to trust people you don’t know

• Encourage feedback. Hold townhalls with senior management so employees feel they have a voice and their suggestions are welcome

• Leverage recognition technology. Enable managers with tools that make it easy for them to recognize great performers, connect with employees, promote achievement of goals and the everyday things employees are doing to make the company successful. 

Recognizing your employees doesn’t have to cost a lot. 70% of recognition should be non-monetary. High performing manufacturers invest about 8% of payroll in safety programs and between 0.5% - 3% towards recognition. Your mileage will vary - as they say. Recognition consultants (such as CSI STARS) can assess your current and desired state and share what manufacturing clients similar to your organization are doing and investing. 

For more context and ideas to attract young people into manufacturing, tune into our recent SHRM certified Manufacturing Webinar. Rob Fenwick, an experienced manufacturing consultant shares how companies he is working with are overcoming industry bias with progressive management practices.  

How are you overcoming your daily human capital challenges? Share your thoughts with me lori@csistars.com 

Related References 

• Manufacturing Employee Engagement

• Tips to Evaluate Recognition and Rewards Vendors 

• How Recognition and Safety Impact the Bottom Line

• Safety Recognition Case Study  

• Better Service. New Ideas Case Study 

Laney Has a Passive Aggressive Co-Worker

Laney is a new employee at the Widget Company.  Her desk was located in the center of an open room, with no cubicles, surrounded by 12 co-workers.  In the right corner of her desk sat a large vase of sunflowers her husband had just given her for their anniversary.  They were situated right next to her computer monitor so she could see them all day.  When she returned from lunch one day, she was surprised to find her flowers were moved all the way to the left corner of her desk.  At first, she thought maybe she had put it there and forget.  Not thinking much about it, she moved the flowers back to their original location.  She preferred to have the flowers right next to her monitor since she faced that direction most of the day. When she returned from lunch the next day, her flowers were moved once again.  Now she knew it was not her being forgetful but still did nothing but move the flowers back.  The third time this happened, Laney was steaming mad, knowing full well this was no accident.  Who would do this and how could people be so mean? They didn’t know anything about her.  She may not know the reasons for this passive aggressive behavior, but it was clear that someone at her new job definitely did not want her there!  It became hard for Laney to concentrate as she stewed about the situation trying to figure out who it was.  She was ready to leave before she even received her first pay check.  She had no desire to work in such an unfriendly and hostile work environment. 

Although the details of workplace conflict might rear its head differently from office to office, the underlying themes are quite common - little communication and lots of passive aggressive behaviors.  What should Laney do in this situation?  Should she do nothing and continue to stew like many employees do in conflict situations? If Laney does nothing, she will most certainly become more frustrated and less productive. Should she accuse coworkers until she figures out who the culprit is? If Laney takes this approach, she will likely make quick enemies of her new coworkers.  Maybe she should

complain to Human Resources? This option could work for quelling the conflict but may not uncover the truth and could label her as a snitch.  Should she quit before it gets worse?  This is bad for the company and for Laney.  The company will have to spend additional time, money and resources to find and train a replacement.

Most everyone who has worked in an office has dealt with a challenging situation with a boss, supervisor or co-worker.  Although every organization has a distinct culture and way they handle conflict, there are many commonalities. 

The first thing Laney should do in this situation is to avoid jumping to conclusions.  Although she can not control the facts in this conflict, she can control how she responds.  Laney should focus on finding out who was moving the flowers and why.  Its important for her to ask co-workers if they know what’s going on without making them feel defensive.  She could ask open ended question that do not attack the co-worker that may be responsible. Questions like “Do you know why someone may be moving my flowers to the other side of my desk?”  It is best not to make assumptions or attack the person.  Give them an opportunity to explain their whole story in a non-defensive manner.  An open dialogue with the person responsible would have revealed the underlying issues behind why the flowers were moved.  With a little communication, Laney would have found out that there was a simple explanation.  Turns out that Viviane, the co-worker that sat just to the right of Laney had a flower allergy so she moved the flowers to opposite end of Laney’s desk.  Viviane is a very shy person and did not feel comfortable asking Laney to move the flowers

This type of conflict is very common in the workplace.  Often times, managers do not recognize these subtle conflicts and people involved are conflict averse to address the issue.  If left unaddressed, these seemingly trivial issues will grow and often infect an entire team of employees.  Eventually, these conflicts will create low employee morale, high turnover and sometimes even charges of harassment or a hostile work environment.  Workplace conflicts are often successfully resolved when employees are given constructive conflict resolution skills and a safe environment to practice these skills.  Although some workplace conflicts are complex and difficult to resolve, many have simple solutions if organizations create an open forum for employees to communicate effectively.

Written by Sheryle S. Woodruff, MS, Owner of Conflict Management Associates, Inc. www.cmafla.com  407-417-7791. Sheryle holds a Master's degree in Alternative Dispute Resolution.  She is a Florida Supreme Court Certified Mediator and has been a full time trainer, conflict coach, consultant and mediator since 1997.  She specializes in preventing and resolving workplace.

"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

5 Things Great Managers Do

Written by: Lori McKnight

I was recently a guest on Callie Zipple’s HonestHR SHRM podcast. Callie and I chatted about All Things Recognition.

Callie asked a question we often hear from HR professionals, “How can I make recognition more inclusive and equitable? What can I do when some managers recognize great work but others have a serious recognition blind spot?”.

Recognition may be the most affordable and powerful tool in a manager’s toolbox, but it only works when used. Great managers know the WIIFM (what’s in it for me) of consistently recognizing employees.  

Here are 5 coaching tips to help managers with a recognition blind spot see the light.

Coaching Tip #1: Have a WIIFM talk

The role of manager has dramatically changed. Great managers need to be more than taskmasters – they need to be coaches who recognize the unique needs of their increasingly Millennial team.

According to Gallup, 69% of employees state they would work harder if they were recognized more BUT only 30% of employees received recognition or praise for doing good work in the last seven days.

Emphasize the benefits to unit performance by consciously making an effort to recognize others more often. 

When compared to business units in the bottom quartile of engagement, those in the top quartile realize improvements in the following areas: 

Source: 2017 Gallup State of the American Workplace

Coaching Tip #2: Give simple, actionable ways to get started

Being a good manager is hard. It takes a concerted effort to find the time to manage people AND get your own work done. Here are a few tips managers can implement asap to make recognition a part of their daily routine:

·         recognize one person at the beginning of every weekly meeting

·         schedule a calendar reminder at the end of every day to email or post a thank you to one person

·         have one face-to-face chat with an employee every week to give and receive feedback

Coaching Tip #3: Show what recognition looks like

If your organization has a social recognition platform…

·         print off examples of kudos other managers are giving to show how people are being recognized for great work and accomplishments

·         look at the number of recognition events a manager in a top performing unit is giving, compared to the manager in question. Sometimes numbers speak louder than words

Coaching Tip #4: Add to your manager’s recognition toolbox

Make recognition easy. The more streamlined and simple your recognition initiatives are, the more they’ll be used. A social recognition platform is ideal as small expressions of recognition posted on the company dashboard can be multiplied by many as employees like, comment and share the creds.

If you don’t have a digital recognition website:

·         have small branded on-the-spot gifts, thank you and spot cards available to recognize great work easily and immediately

·         set performance goals and use creative rewards to recognize efforts. Things like having a manager clean an employee’s desk, order in pizza or sponsor a coffee break are fun, easy to execute initiatives that are inexpensive

Coaching Tip #5: Reward Efforts

Managers, like employees, want to be recognized by superiors.

·         award bonus points for meeting recognition targets

·         build recognition targets into performance and incentive plans

Bottom line, according to a recent Forbes article, is that organizations pay a high price for keeping managers, who don’t manage, in leadership roles.  

Remind others to recognize and appreciate by downloading and posting this 5 Things Great Managers Do wallchart.

"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

The Nursing Shortage - it’s more critical than you think

Written by: Lori McKnight

Emergency alert: One-third of the country’s registered nurses are reaching retirement age in the next few years.

Nurses comprise over half of a hospital’s workforce, provide the majority of daily patient care and are the single biggest factor influencing how patients rate a hospital.

And nearly 700,000 of them are approaching retirement age by 2024.

This is raising the blood pressure of healthcare HR professionals responsible for attracting and retaining enough nurses to meet the demands of an aging patient population. With 55% of nurses over the age of 50, there’s lots to worry about.

Here are just a few stats keeping healthcare providers up at night:

• US population growth rate for people aged 65+ is 42%+ compared to a 12% growth rate for people under 65 years of age
• There are 7 caregivers per 1 patient today; by 2050 the ratio will be 3-1
• 2/3 of seniors will need significant to moderate help with their day to day activities
• The number of RNs is projected to grow by 16% over the next five years but school enrollment is only increasing by 3.6%  

So how are hospitals preparing to meet this uptick in demand for nurses amidst an insufficient supply?

Unlike other industries, hospitals can’t dig into deep pockets to attract and incentivize - so HR needs to get creative in how it cares for its patients AND people.

Here are 3 ways to get through the current and looming skills gap.

1.    Hold onto those Baby Boomers

o   Highlight benefits attractive to nurses close to retirement

o   Offer some control over their schedule and more flextime

o   Recognize their expertise and contributions publicly

o   Identify those with “deep smarts” and encourage job shadowing, mentoring and transfer knowledge. This gives a sense of pride and purpose that will aid in retention

2.    Recognize Generational Differences

Technology has created an era of personalization never before experienced. The one-size-fits all motto of standardized offerings doesn’t necessarily resonate when managing a multigenerational workforce. Here are some things to consider.

Gen Xers are looking for:

• A competitive salary and benefits - 55% of GenXers say they are behind on their retirement savings.
• Training -  roughly two in three Gen Xers say their employers don’t provide people, skills and technology training.
• Respect - this generation feels overlooked and is the most under-engaged. Public recognition and respect for their experience will improve feeling  valued.

Millennials want to work for managers and peers who:

• Care about what’s going on in their life. This work-life integration is critical to engaging and retaining.
• Recognize their efforts - social media has created a HUGE need for recognition with this demographic. They are used to regular feedback on their activities and expect it. It fuels them.
• Provide linear and non-linear career paths.

Gen Zers are more conservative than you might think. They value:

• Job stability and a competitive salary plus loan repayment perks.
• Being at the forefront of evolving technologies so offering skills training will attract and motivate this generation.
• Technology – even more so than millennials, the next generation entering the workforce will demand tech tools to be more efficient and productive

3.    Refresh your Onboarding Programs

Onboarding is often overlooked in a fast-paced hospital environment.

• Encourage supervisors/managers to check-in with new hires at the one week, 30 day, 90 day and 6 month mark to gauge how new hires are fitting in. Quick Pulse Checks can really help.
• Foster social connections with regular team-building events and mobile communication tools so teams can stay connected on the go. There’s a 50% boost in engagement when employees have friends and feel supported at work.

Recognition can be done on a shoestring budget

There’s a perception that recognizing and rewarding employees is expensive. It doesn’t have to be. There are many value-added, low cost ways to revitalize and amplify recognition programs to include ALL employees.

For more ways to recognize and retain healthcare professionals on a limited budget check out this webcast for a SHRM credit and flip through this healthcare recognition ebook.

"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

And, sadly, some feel respect is a matter of authority, reserved solely for people in positions of power.

A vast majority of workplace discrimination claims stem from people feeling disrespected. This is not always the stated reason, but when you explore the underlying issues that led to the conflict in the first place, the situation typically boils down to an employee feeling disrespected by a manager, coworker, corporate policy, or combination of those factors. Often, the employee who files a claim or requests mediation will ask for compensation or to have the offender(s) terminated or reassigned. Through the mediation process, however, it is often discovered the employee really wants to feel respected and appreciated at work.

Prevent Workplace Conflict by Building a Respectful Culture

If most workplace disputes stem from disrespectful managers, coworkers, or corporate policies, what can HR professionals do to promote respectful environments and head off discrimination claims before they start?

While HR reps should not be the sole creators and keepers of workplace respect, they are in the position to support the creation of respectful cultures.

For example, HR professionals are often the ones who must take the first steps to convince company executives of the importance of fostering respectful cultures. Once they have earned executive support, HR pros can focus on drafting the company policies that will support a respectful workplace.

When it comes to shaping respectful cultures, HR pros should start by establishing early intervention conflict resolution policies that offer employees a confidential way to voice their concerns and opinions. When an employee feels disrespected, they should be able to express that and work toward an acceptable resolution without fearing retaliation.

An early intervention conflict resolution policy should include a minimum of two possible methods through which employees can pursue resolutions. One option might be an anonymous survey. These are most effective when they ask employees to share both their main concerns and their suggested solutions. This helps employees focus on solving problems, rather than just venting about them. Another option could be a facilitated meeting with an HR professional or impartial mediator.

When early intervention becomes part of the culture, employees will feel they have a safe way to express their concerns and be heard. As a result, employees will be less likely to file discrimination lawsuits, quit, or create unnecessary workplace conflicts. Not only will you have a more respectful culture at work, but your company will also spend less on costly legal matters.

In addition to early intervention mediation policies, employees at all levels should be trained in respectful work environment behaviors. Conflict resolution classes should be mandatory, with separate classes designed specifically for managers and executives. Conflict resolution skills are rarely taught in school, but they can have a highly positive impact on employee turnover rates and productivity while combatting violent behavior and potential sources of lawsuits.

HR professionals, too, should attend conflict resolution training. That way, they can better assist managers, executives, and employees with their issues and concerns. Both the HR and management teams must become resources to help employees address their workplace problems. Only then can the culture become more open and respectful.

Of course, HR cannot create a respectful workplace on its own. Management must fully adopt the initiatives, and employees must do their part in embracing the cultural shift. Policies and training are only effective when employees feel they are sincere and not just symbolic.

Now more than ever, respectful workplace environments are imperative. HR professionals should feel empowered to lead this movement.

 Written by: Sheryle S. Woodruff owner of Conflict Management Associates, Inc. Sheryle holds a master's degree in conflict studies and analysis. She is a Florida Supreme Court Certified Mediator and has been a full-time trainer, conflict coach, workplace mediator and consultant since 1997. For the past three years, Sheryle has been on the board of directors of the Greater Orlando Society for Human Resource Management (GOSHRM).

When the alarm went off at 6 AM for my first day at my new job, I was already lying there, awake and SO excited and anxious to get to my new digs!

My outfit was all laid out, I got ready, and hopped in my car – ready for my new adventure for what seemed like the BEST CAREER EVER!

When I got there, I was semi-greeted by the receptionist, who told me it would be a minute until “someone” would come and get me.

After waiting 15 minutes as a few other new hires filed in and sat beside me, we were finally ushered into a training room with a man who went over compliance issues, helped set up our computers (they weren’t set up already), and gave a brief history of the company.

Two hours later, we were sent to our designated seats, and it was time to learn!

Only one problem – I didn’t have a trainer, or anyone to show me the ropes.

It was just me. Red flags went up immediately, and I just sat back, stunned that I was duped by what seemed like a really great place to work.

After only 2 months of trying to navigate the organization without being given the tools to be successful, I resigned and left for (much) greener pastures. Pastures that understood that, while the candidate experience DOES end, it then becomes the EMPLOYEE experience. And my goodness, is it EVER important.

Orientation is not Onboarding

Orientation “should” last about 2 weeks where the employee can learn all about their new organization for which they excitedly woke up before their alarm. They should be met by their direct supervisor and/or recruiter with whom they’ve already built relationships and have their work space set up for them with some cool swag that tells the employee “Welcome! We are SO glad you’re here!” They should be assigned a mentor or a trainer and introduced to their team members and have a picture painted for them regarding how their role drives the organization forward and why THEY are so vital to its success.

Onboarding, however, should last 6 months (a year, if possible) to allow the employee to be fully assimilated into the organization and to engage them at every possible chance. The new hire should be given a survey on not only their candidate experience, but their onboarding experience: this will help keep new hires engaged while also allowing them to give feedback on how the company can improve its process.

Let the employees be your organizations brand ambassadors and cheerleaders, and they will refer other great candidates to your company – or at the very least, send others a positive image of your organization. This is the most powerful way to build great employer branding – word of mouth by your own employees!

Feedback Please!

New hires, and even veteran employees, want to hear what they are doing well, as well as what areas may need improvement. Managers must give feedback often and have an open line of communication as well as setting realistic “SMART” objectives up front; this way, the new hire is aware of what must be done to be successful and they are able to speak with their leader if something seems like it may be unattainable.

Your Best Talent is Always Being Contacted – Give Them a Reason to STAY

I was a headhunter once, and I could spot top talent a mile away. 95% of folks are open to a discussion about a new opportunity IF it is truly better than where they are now. I will tell you right now – if you are not investing in your employees by providing them with an amazing onboarding experience, they are going to leave – quickly. Other staffing firms and corporate recruiters WILL be and ARE currently calling them. What will you do to ensure they stay?

Let’s set up our people for big wins, so that our organizations can then, in turn, be successful. Don’t waste everyone’s time (and your company’s money) by not being accountable for ensuring your employees’ success.

Otherwise, they’ll wake up after their alarm, sluggishly and reluctantly get ready, and then drive to work – where they will not perform their best…and headhunters like I used to be will gladly call them and pluck them right out of your firm.

Written by Destiny Quinn, SHRM-CP, STA, Talent Acquisition Manager and PlanSource. 

"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

“Workplace Ghosting”

A phenomenon that’s spooking employers everywhere

Written by: Lori McKnight

Workplace Ghosting is not a new phenomenon, but the popular dating term has recently been adopted to explain candidates who:

·       don’t show up for an interview

·       accept a job then don’t show up

·       leave with zero notice

Why are candidates vanishing?

1.     It’s a candidate-driven labor market. Ghosting tends to spook employers during good economic times (think 60s, the late 90s, now) when demand for certain types of workers exceeds supply. It doesn’t explain the immature behavior but does explain why it’s happening more now.

Fast fact: 34% of employees voluntarily left their job within the first year in 2017 compared to total labour turnover of 14%

2.     Technology has made communication less personal. While technology has made recruitment more efficient and less biased, the lack of face-to-face conversations means relationships lack depth in the courting and interview stages. Not to mention candidates often have multiple recruiters after them.

Fast fact: According to a LinkedIn survey, almost 50% of people would be “extremely or very interested” in hearing from a corporate recruiter.

3.     Candidates are doing their homework.  Candidates are researching you; they’re assessing your company culture and employee engagement through Glassdoor and other crowd-sourcing sites. If they don’t like what they read or feel it’s not a good fit, you’ll be removed from their shortlist, sometimes without notice.  

Fast fact: According to Glassdoor the average job seeker reads at least six reviews in the process of forming an opinion on a company.

Is it a generational thing?

While millennials may have created this term, there’s no data to support they are the villains. HR professionals are hearing of it across all ages in the job search process. It’s a case of immaturity and inexperience and more prevalent in high-demand, entry level positions with an abundance of jobs.

GhostBusters

Here are a few things you can do to avoid candidates going missing in action.

1.    Build a Relationship

Stay close to your candidates. Ask about their hobbies and interests to establish rapport, be respectful, show your personality and communicate vigilantly throughout the process.  

Even over-communicating is a positive differentiator and will alert you to any issues. 

2.    Update your Onboarding Program

Most orientation programs are geared to Boomers and Gen Xers who are more inclined to watch PPTs and read through binders of information. Millennials aren’t interested in PowerPoints. They want videos and more team-based and interactive learning. Here are some ideas to create a more engaging and effective onboarding program:

·       Match each new hire up with an employee who serves as a company Ambassador for one year to foster social connections, show around the office and who he/she can safely ask questions

·       Develop a structured onboarding program. CSI STARS Onboarding has a series of pre-scheduled, well-thought out touch points that ensures managers and new hires meet regularly, soliciting feedback and discussing learning opportunities before an issue escalates

·       Train your Managers. You know the saying…employees don’t leave companies, they leave bad managers. Not enough mentoring is happening from day 1. Millennials were raised in activities and sports that involved coaching and teamwork. A strong mentorship program could the deciding factor in wooing top talent. Check out SHRM’s comprehensive library of Onboarding resources .

3.    Focus on Culture. Culture. Culture

Ghosting is a symptom of a bigger problem either with your recruiting process, reputation or culture. Ask why this is happening. Make sure you are giving an honest reflection of your culture and that candidates selected are a good cultural fit.  Take a serious look at your company’s reviews on social media. It could be hurting you.

Do you have a “ghost story”? I’d love to hear about it. Send me an email at lori@csistars.com.

To learn more about how to prevent Ghosting in the Workplace, sign up for our upcoming HR.com webinar on Nov 6^th at noon.

"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

If you haven’t seen this year’s SHRM article on the increase in I9 Audits by ICE for 2018, you may have heard it at this year’s HR Florida Conference by Attorney Eduardo Suarez who mentioned that ICE has increased raids four times more than previous years. If that wasn’t enough to scare you, how about knowing the cost of violations on Form I9? Using the example noted in SHRM’s article by Bruce Buchanan, “If you have 100 employees with 10 substantive paperwork violations and 20 hiring or continuing-to-employ violations, you'd have 10 + 20 = 30 to calculate 30 percent violations, leading to a fine of $60,270 using the 2017 penalty matrices.”

Ask yourself, if ICE were to walk into your company now, would you be ready? And would you have less than 10 percent of errors to hopefully get away with just a warning? If the answer is you’re not sure or probably not, you may want to prepare yourself.

Here’s how:

• Check out the USCIS.gov website and register for their free webinars.  They are extremely informative and they help you understand the required fields of Form I9 as well as how to make corrections. I found that the Form I9 webinar, usually held on Tuesdays, are the best. 
• Make sure you’ve downloaded the newest version of M-274. There are some recent changes so you want to ensure you have the most up to date information.
• Always reference the USCIS website on how to correct Form I9. This allows you to get the guidance you need straight from the source.
• Lastly, if a self-audit is the way to go, reference the USCIS I9 Central: Self Audits page. There you’ll find a pdf that you can reference called Guidance for Employers Conducting Internal Employment Eligibility Verification Form I9 Audits.  This guide will go through some of the topics mentioned previously in one document.
  
• Also, if you’re not the only person in your company who has the responsibility of verifying identity and employment authorization of individuals hired for employment, I recommend having each person take the free webinars provided by USICS to fully understand their responsibilities.

While Form I9 audits sounds daunting, ICE agents are looking for unsafe employers and the likelihood that your company may be a target may be slim. It never hurts to be cautious because in the end, it’s your duty as the employer to ensure you understand how Form I9 should be filled out, what you can and cannot ask for in terms of documentation, and that you’re not participating in discriminatory practicing when it comes to Form I9.

Written by Ramona Kwong, SHRM-CP, PHR, HR Client Manager at Paylocity. 

The views stated and positions taken in this post are my own and do not reflect the positions or views of my employer and should not be attributed to them.

"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

WHAT IS THE GOSHRM MENTORING PROGRAM?

It is a developmental partnership in which Mentors share their knowledge, skills, information, coaching, and feedback to cultivate the professional growth of a Mentee.  It supports the Chapter’s goal of “developing HR professionals to lead through the development and implementation of mentoring opportunities to foster relationships with members at all levels.”  It provides Senior-level HR professionals a unique opportunity to share and professionally develop other members through a one-of-a-kind partnership that includes problem-solving, collaboration, and goal achievement.  It provides an opportunity for Mentors and Mentees to earn 8 general recertification credits for successfully completing their assignment.

Click here for more details. 

There are many different ways to define Respect in the Workplace.  There are probably as many different definitions of a Respectful Workplace as there are personalities in your company.  Each employee will define Respect in the Workplace through their own cultural lens and work experiences.  To some, it means having empathy for others around you regardless of whether they are a subordinate, coworker or superior.  To others respect is a safe and open environment where all employees are supportive of each other.  Some feel respect is more authoritarian and reserved for people of power and influence in the organization. There were hundreds of responses when I googled “What is Respect in the Workplace?” The explanation I liked most was the one on Wikihow. It said…”At its heart, being respectful means showing that you value other people's perspectives, time and space.”  I like this response because it is just specific enough to encompass almost any workplace environment you could think of.  Whether it is a law firm, a theme park, government agency, hotel or hospital, this explanation of workplace respect makes sense and fits well.

As a mediator who has facilitated hundreds of employment mediations over the past twenty years, I can confidently say that a vast majority of workplace cases stem from someone feeling disrespected in the workplace.  This is not always the obvious stated reason but when you dig deep and uncover the underlying issues that led up to the conflict and mediation, they usually boil down to the employee feeling they were disrespected by a manager, co-worker, corporate policy or a combination of those. Often times the employee who files a discrimination claim or requests a workplace mediation will ask for large sums of money or to have the manager fired or moved to a different department.  Through the mediation process, it is often discovered that the employee just wants to feel respect in the workplace. 

The following is a very common workplace mediation scenario, with names changed of course.  David, an hourly employee working in the customer service department of a large organization claims he was discriminated against by his supervisor because of his Age.  David is a 45 year old male who has been with the company for 20 years.  He claims that his supervisor, Gabe, treats him different than the other employees who are younger and faster.  David claims that he knows how to do his job and does not need a young wiper snapper who just started working at the company to tell him what to do.  He is just not as fast as he was when he was younger. At the beginning of the mediation, David was visibly angry and insisted that his supervisor be fired due to his discriminatory practices.  Through the mediation process, David was able to express to Gabe how disrespected he feels when Gabe tries to micromanage him.  David is the most senior worker and feels that Gabe should respect his years and knowledge in the job.  Gabe was able to share that the company was pushing all supervisors to increase the productivity of their subordinates to prevent layoffs.  Through this process, David better understood the pressure his supervisor was under and recognized that everyone was being pushed, not just him.  After going back and forth with various ideas, they settled on an agreement.  Gabe and David signed the agreement and shook hands with a clear understanding of how the other man felt and how they could move forward and work together in a mutually respectful manner.

I have been asked by many HR professional and company executives “Why it is so important to create a respectful workplace and how is the more respectful environment going to make my job easier?”  Another question I am asked a lot is “If most workplace disputes stem from disrespectful managers, co-workers or corporate policies, what can I do to promote a respectful workplace?”

Also, I am definitely not suggesting that HR professionals should be the sole creator and keeper of workplace respect.  Additionally, HR professionals often have to overcome the hurdle of convincing company leaders and executives of the importance of creating a respectful workplace environment.    Once those hurdles are tackled, HR professionals can focus on creating company policies that support a respectful workplace environment.  Hence the title of this article.

Establish an early intervention conflict resolution policy that supports the type of environment you are trying to create.  Offer employees a way to voice their concerns and opinions.  When an employee feels disrespected, they should be able to express that and work towards an acceptable resolution without feeling the possibility of retaliation.  An early intervention conflict resolution policy should include two options for employees to pursue.  First option might be an anonymous type of survey or comment box.  Many companies offer surveys but often ask the wrong questions, ask leading questions or they do not offer the security of a confidential process.  Any of these mistakes can easily diminish the survey results.  An effective survey or comment box should ask the employees what their main concerns are and what their suggestions are to improve any issues or concerns.

Second options should include a facilitated meeting with an HR professional or Professional Mediator.  Early intervention mediation can help to empower employees to speak up without the fear of retribution.  Mediation offers employees a forum to be heard on a level playing field. When early intervention becomes part of the culture where employees feel they have a safe avenue to be heard, they are less likely to file a discrimination lawsuit, quit or create unnecessary conflict in the workplace.  These two options are a great way to reduce costs in the organization and create a respectful work environment.

Respect should be a focal point in new hire and continuing training for employees at all levels.  Whether an employee is part time, hourly, middle management or a top executive in the company, the culture needs to reflect the importance of a respectful environment. A conflict resolution class should be integral to any organizations employee training program with a separate class designed specifically for managers and executives. Conflict resolution skills are rarely taught in school and often only briefly touched on in the workplace but these skills can make the difference between low or high employee turnover rates, expensive lawsuits, high or low productivity and non-violence or violence in the workplace.   

As HR professionals, it is important to actively work on the skills to put yourself in someone else's shoes as well as assist managers to better understand employee issues and concerns.  When HR staff and management are able to be empathetic and show employees that they are a resource for them when they have concerns or problems, the culture can begin to shift to a more open and respectful environment.

Of course, the recommendations above will only be successful in creating a respectful workplace after upper management buys into this shift 100% and employees feel the company culture has shifted.  Policies and training are only effective when employees feel the policies and training are sincere and not a just a band aid.  Depending on how far or close your organization is from having a truly respectful workplace will have a huge impact on how much effort an HR professional will have to put into this effort.  Regardless, there is no doubt that your sincere efforts will be noticed and effective over time. 

Written by Sheryle S. Woodruff, MS, Owner of Conflict Management Associates, Inc. www.cmafla.com  407-417-7791. Sheryle holds a Master's degree in Conflict Studies and Analysis.  She is a Florida Supreme Court Certified Mediator and has been a full time trainer, conflict coach, consultant and mediator since 1997.  She specializes in preventing and resolving workplace conflicts.  

"All data and information provided on this blog is for informational purposes only and does not constitute legal or HR advice (which should be obtained through formal retention of a lawyer or HR professional, respectively).  Nothing contained in this blog reflects the opinions of GOSHRM or any of its directors or members. GOSHRM makes no representations as to accuracy, completeness, current-ness, suitability, or validity of any information on this blog and will not be liable for any errors, omissions, or delays in this information or any losses, injuries, or damages arising from its display or use. All information is provided on an as-is basis."

I recently attended the 2018 HR Florida State Conference. Since this was my fourth year in attendance, I felt like I had a pretty good idea of what to expect. However, a couple of my peers were attending for the first time. After offering suggestions to the first-timers, I thought to myself: I bet there are a ton of people out there that wish they knew how to make the best out of their own state conference experience, so I want to offer the following generalized tips in hopes that your conference experience is one you won’t forget.

Click here to continue. 

Written by Amanda Brunson. Originally posted on the SHRM Blog. 

Culture Isn’t Just HR’s Job

Think of your culture if everyone recognized one person daily

Written by: Lori McKnight, GOSHRM Blogger

I jumped at the chance to write a blog post for the BlogSquad on HR trends that improve retention and results. I strongly believe recognition, while maybe not a trend, is the silver bullet needed to keep employees longer and performing to their potential.

I’ve written many posts supporting this statement and have seen firsthand how “small acts of recognition when multiplied by many can transform a culture”. Isn’t that the best line? I’m not sure where I saw it, but I believe it and it’s now my motto!

This line really speaks to me because it implies that culture cannot be built by HR. It takes many people in an organization buying in to your company’s direction and values to impact culture. Top-down only won’t work. HR-driven efforts alone won’t work. Employees don’t choose to engage. They have to be inspired and the best way to inspire someone is by recognizing their contributions and making them feel valued.    

What if everyone in your organization recognized one person daily?

Hand-written cards are amazing. I love getting them and save them forever. However, they aren’t the most scalable option for everyday thank you's. Also, according to a recent study in Psychological Science the main reason people don’t send thank you notes is because they lack confidence in their writing skills/penmanship.  

Enter HRTech. Today’s #HRTech tools facilitate recognition by enabling and encouraging more positive interactions. Social recognition tools like peer-to-peer thanks, recognition walls and nominations make it super easy for people to give others a clap and pat on the back as:

·        everyone can give thanks, on any device in real-time

·        everyone in the company can see who has done a great job

·        others can like, share and congratulate peers on a job well done

Since 70% of recognition should be informal, these non-monetary thank yous from peers, managers and senior executives have a multiplier effect  that can transform your culture, take the monkey off HR’s back and elevate HR’s role amongst senior management. 

Engaging employees using the medium the majority of your workforce use daily (hourly) is inclusive allowing Steady Eddie employees in departments where it’s harder to shine to receive well deserved recognition too.

When words just aren’t enough

Today’s HR platforms also have reward and incentive features. 

·        Employees can collect discretionary reward points for great work that can be redeemed for popular gifts, saved for a bigger ticket items, donated to a special cause, given to their child’s sports team or even converted into time off

·        Peers can nominate others for company-specific awards or send eCertificates when they see colleagues going over and above doing the things that reflect the company’s core values

HR recognition tools are an effective way to amplify your efforts and boost participation.

Just think if everyone in the organization added recognition to their daily routine every day. It would have a significant and positive impact on culture. And a stronger culture makes our job as HR professionals a lot more pleasant, leading to a positive return on investment due to higher productivity and better retention – all KPIs that boost the bottom line.

Do you want to be a part of the GOSHRM Blog Squad? We are happy to announce that we have officially released our GOSHRM Blog Guidelines and would like to extend an invitation to you to become part of the GOSHRM Blog Squad. If you would like to write & submit blogs for our website that are focused on trending HR matters, please download the GOSHRM Blog Guidelines below. 

It is common knowledge that some young HR professionals struggle at the beginning of their careers. We find that companies are looking for someone with experience and/or a certification to fill their positions. It can be very difficult to overcome this obstacle. Through my experience, successes, and research; I discovered four key steps to help young professionals break into HR.

Click here to continue. 

Written by Amanda Brunson. Originally posted on the SHRM Blog. 

Like everything else in our ever-evolving world, the process of selling yourself through your resume is always changing. As young HR pros, we get so much advice on the “right way” to write our resume that it can sometimes be overwhelming. The whole goal of writing your resume is to find that perfect first job that we spent so much time in college studying for. The last thing you want to do is get missed in the shuffle.

Here are three situations to be cautious of as you begin your career. Click here to continue.

Written by Amanda Brunson. Originally posted on the SHRM Blog. 

Take Your Seat at The Table

As Human Resources (HR) professionals, we’ve all heard the phrase ‘seat at the table’; this notion that we must manage our careers in such a way to be included in senior-level business decisions in order to be considered successful. Many of us are over it.

Amy Lein, who is the Director of Human Resources at Second Harvest Food Bank of Central Florida, and currently serving a two-year term as President of the Greater Orlando Society for Human Resource Management (GOSHRM), is taking a much more meaningful approach to the phrase.

Encouraged by her faith, and her collaborative effort through The Gotham Fellowship, an intensive training program offered by The Collaborative Orlando, Lein is working to blend her personal beliefs with her professional life. “Using the parable of people being invited to a banquet table – a lesson about choosing where to sit, serves as a great analogy for HR’s desire to gain a seat at the table in the business world,” said Lein.

Interested in reading more? Click here.

Written by Amy Lein. Originally posted on the HR Mouth of the South Blog, the official blog of the HR Florida State Council, Inc. 

Our very own President Elect, Nate Shannon, had an opportunity to contribute to "The Financial Manager." Check out his article titled "Block Harassment in Its Track" here: http://ow.ly/rxkF30hXoTh. Congrats, Nate! #Harassment #ORLHR #HR #Orlando

If you obtained your SHRM credential in 2015, your recertification date is in 2018, but if you get 60 PDCs this year, you are eligible to apply for recertification now—you don't have to wait until 2018 to do so. SHRM will provide $20 to a chapter and $10 to a state council for each credentialed member who recertifies within the 2017 calendar year.  We are encouraging our SHRM-certified members to "just do it". 

Early recertification helps you as a credential-holder, too. If you apply in 2017, your next recertification date will still be 2021. If any of the activities you submitted in your application turn out not to be eligible activities, you will have all of 2018 to resubmit and reach the required 60 PDCs. 

You can login and enter your recertification credits at www.shrm.org/certification/recertification/Pages/default.aspx

Again the program is designed to promote early recertification, before the end of the year, in exchange for a financial stipend to support your local chapter, GOSHRM and our State Council HR Florida.  GOT 60?  Why not take care of your recertification today?

Ethel was a long time company employee and was the executive secretary for the company VP, Hank.   Marie was the executive secretary for the new CEO, Gary.  Although Marie and Gary were new to this company, they worked together for many years.  When I received the call from Hank, the VP, I was told that Marie and Ethel could not get along and he needed me to get them to play nice.  He went on to explain that he had already sat down with both ladies separately and told them they needed to stop acting like teenage girls and put on their big girl panties or they would be fired.  As crazy as it sounds, this example is very common.  What’s wrong with this approach? This is a classic example of a Band-Aid approach.  When I asked Hank how that worked, he said things were quiet for a while and then the S--T hit the fan!  

That was an example of what not to do.  What should you do?  First step is to stay as neutral and judgement free as possible.  Then assess the conflict by meeting privately with the parties involved.  In the example above, meet with Ethel and Marie and let each of them know that you are meeting with the other person privately and then will make a recommendation about how to proceed.  This way employees feeling singled out can be avoided.  

Once you meet with the parties privately, you should create a suggested plan of action.  Not a plan for how the parties should resolve the conflict, just the process or tools you are suggesting.    It’s important to reassure the employees involved that you are on the case and their issues are important.  Definitely do not demean them by using language like Hank used.  You may suggest that one or more parties work with a senior employee as a mentor or you may suggest hiring a conflict coach.  Another possible suggestion is training for the parties to address lack of skills in a specific area.  Ideally the underlying conflict should be addressed and resolved first before offering training or coaching.  It is highly unlikely that Marie and Ethel will benefit from coaching and training if they do not resolve the underlying conflict first. 

I often get asked “When should I hire an external mediator?”  Here is a list when a company should consider hiring a professional mediator.  When…

• an employee has retained legal counsel
• an employee is threatening to file a lawsuit
• the conflict has been stewing for a long time 
• there is no one inside the company who’s comfortable and skilled in workplace conflicts
• the dispute has created a toxic or hostile work environment
• all internal tools have been exhausted
• the conflict is too time consuming for internal employees
• one or more parties involved in the conflict do not feel comfortable with the HR manager or person assigned to help.  This is usually due to real or perceived lack of neutrality. 

Perception of neutrality is a key issue when choosing someone inside the organization to help parties resolve their dispute.  If the person chosen to help is not viewed by both sides as impartial, there could be problems with a meaningful resolution.  Perception of confidentiality and neutrality is critical to the mediation process and a long term successful resolution.  Managing employee conflicts successfully will help your organization decrease turnover, lawsuits and improve employee morale.  

Sheryle S. Woodruff holds a Masters Degree in Conflict Studies and Analysis.  She co-founded Conflict Management Associates, Inc. in 1997 and is now located in Orlando, Florida.  Sheryle has been a mediator, conflict coach, trainer and consultant specializing in workplace conflicts.  She has worked with companies across the United States ranging from government to non-profit to small family owned businesses.  The names in this article have been changed in order to keep confidentiality.  Sheryle can be reached by email sw@cmafla.com or phone 407-417-7791.  More information can be found at www.cmafla.com