Ramblings from the HR Coach

Celebrating Success

2010-06-28T00:13:00.000-07:00

Yesterday I finished my training and qualified as a Master Coach in Neuro-Linguistic Programming (NLP). My journey with NLP started some 5 or 6 years ago with the Practitioner training, then Master Practitioner, Coach Practitioner and now Master Coach. It has helped me in my work and my everyday life and is just LOVE it!!

We had some fun yesterday and a mock ceremony with kneeling and being touched by a sword to arise a Master Coach. Having fun and celebrating are great things to do but how often do we do them? Sometimes I just pack my stuff away and look for the next thing to conquer.

It's like that in business too. We set goals and achieve them and it leads to more goals being set but vary rarely do we celebrate their achievement, its just another "tick in the box". How does the employee feel? Well, like me, they may have some inner satisfaction and that may be enough for some people, but not for everyone.

On the way back from the course I gave a lift to my friend Helena who was talking about a book which says that people get "their inner cup" (or a feeling of happiness or satisfaction) filled up in 5 different ways according to a book she had read. For some its "words of appreciation", for others its "acts of service", then some want "material gifts", for others its "a physical hug or touch". I can't remember the 5th! It was just a casual conversation in the car, so please forgive my memory. BUT ... the point is that we are all different and individuality is something that in the last few years has been growing.

When you look at rewarding employees for achievement think about it - what is it they would value more than anything else? Sometimes its very simple. For me its words of appreciation, I am absolutely over the moon if a client says how much I have helped them and what a difference I have made. Small thing, big impact.

So, as a person who works on her own how do I celebrate ?? Now where's the cat ..... "hey Izzy, did I tell you what happened yesterday????" Okay, I suppose sleeping is more important to you....

Back to the drawing board .....champagne and strawberries??? mmmmmmmmm

Over the Hill at 50? I don't think so!

2010-06-09T01:46:00.000-07:00

I am concerned at the amount of times I am hearing that it is the over 50's that are being made redundant and are genuinely finding it hard to get other work. Why is the UK so ageist? It makes my blood boil that there seems to be a belief that "younger is better". Actually, it is more likely that they are just"cheaper".

I am a businesswoman and I do understand that businesses need to cut costs but sometimes I think they need to stop and really look at what they are losing.

As an HR Consultant I see both sides of this with various clients and I present a balanced view for them to consider. I am pleased to say that some are persuaded by the argument and don't just throw the CVs away. Even though you don't have to put an age or date of birth on a CV any longer it seems many do and employers spend time working backwards from the education section trying to work out how old someone is.

What matters to me is ... do they have the knowledge, skills and attitude to do the job and fit with the culture of the company? A CV is only half the story, so the interview is really important.
Last year I was commissioned by Harper Collins to write a book called "Interview Secrets" and this is aimed at indivdiuals who want to know how employers recruit and to give them an insight in how to improve their letters, cvs and interview skills. I would never have thought of writing such a book unless I had been asked as my normal approach is to think from the management side. Writing the book really made me think how damn difficult it can be out there, especially for those in their 40's and 50's.

I am considering setting something up to help the over 50's, I don't know exactly what yet but I certainly have a bee in my bonnet at the moment. If anyone reading this feels the same or wants to contact me please do at heather@jigsawhr.com

Stress and Work

2010-04-26T04:02:00.000-07:00

Over the past few years I have seen the rise of stress related illness in the workplace and read in the papers that stress is the most reported reason for sickness absence.

Stress in the workplace is growing and whilst I appreciate that stress outside the workplace can contribute in some cases, employers cannot avoid their responsibility to individuals who are reporting stress.

It seems to me that many people are just not coping with the pressures of everyday work. As companies slim down and make people redundant there will be be more and more pressures put on people who have to "plug the gaps". Are we storing up a real problem for the future?

Its worth taking some time out to look at what can be automated, outsourced, stopped altogether or make more simple. Sometimes we carry on "doing what we've always done" without taking the time out to review. If stress is becoming a problem in your workplace consider standing back and really looking at what's happening.

The costs of health breakdowns, constructive dismissals, disability claims etc etc are growing not diminishing.

Is there a better way?

Humanity

2010-04-01T06:53:00.000-07:00

In my everyday life I meet many "disputes", "grievances" and difficult and entrenched attitudes between people and often get called in to mediate or advise owners/managers. Even in the charity and not for profit sector this happens, so from my perspective its pretty universal.

What I see is people wanting to be "proved right" and blame to be apportioned. Life is generally more complex than that and often both parties have played some part in the situation. But what if you are the Manager and you have been accused of bullying. How can you put things right afterwards?

I have seen many cases where both parties end up in mental distress and unable to move on because of the need to be proved right and often they want me to take their respective sides. In order for me to help I have to remain impartial and objective and I try to reflect back to both sides what I see or hear and ask them to examine their own part in the situation.

Many times a dismissal follows as one or other of the parties isn't prepared to try. Its easier to sack someone and get rid of the problem or for someone to resign and move on. It takes courage and humanity to say that "maybe I didn't handle that as well as I could" and to start over again.

The problem is that its like walking on egg shells for a while as both parties are so uncertain of the other. As the Manager you are perceived to have more power over an employee which means you have to really make an effort just to be level.

What is needed is a paradigm shift. If you looked at the same situation from a different perspective and saw the person with the grievance as a wounded child who is frightened, how would you deal with them then? Would you turn your back on them or would you try and help?

Sometimes we need to put things in perspective or see something from another's viewpoint. It isnt easy, but when we are talking about stress, nervous breakdowns, and lost jobs, isn't it worth trying?

My favourite words are "nip it in the bud". If something's going wrong don't wait for it to blow up, sit down with the person and be honest with them and work out a solution.

At Easter Time, even though I am not religous, I think about the lack of humanity that we see around us and wish for personal responsibility. Am I alone?

Interview Secrets

2010-03-18T09:38:00.001-07:00

I am delighted to say that I finally have a book published and it will be on sale from 29th April on Amazon.

I was approached to write the book by Harper Collins Publishers and its called "Interview Secrets" and is part of a series of "secrets" books they are bringing out in April.

I hadn't thought about writing a book for "individuals" rather than "business/managers" but really enjoyed it. I hope that those who find applying for a job difficult will benefit from seeing what happens on the other side and how we HR people organise recruitment and selection.

I am now thinking how best I can help people in today's job market and want to run Workshops for people who want to improve their understanding and techniques. It would also be useful for businesses to give to people they are making redundant - many small businesses cannot afford the outplacement services of larger business.

Now my thoughts turn to the next book .........

It makes your blood boil !

2010-02-19T07:38:00.000-08:00

I have just posted information to my website about a Serial Claimant at Tribunal who looks for adverts in local papers which are breaking the Age Discrimination rules (such as "school leaver required" or "recent graduate" and then puts in a claim. This person then contacts the company directly and tries to settle out of Tribunal for several thousands of pounds. You have to admire the enterprise but doesn't it make you angry!

Small business owners, without the knoweldge of employment law, are anxious to settle to avoid huge claims. What they haven't realised is that he has to prove that it was discrimination and that he was affected by it! I am pretty sure that he would not have applied for many of these jobs.

Its so easy these days to get things wrong - we have so much legislation for age, sex, sexual orientation, transgender, race, religion and belief, marital status .....shall I go on ?? It is hard enough for the professionals in HR to keep up so it really is very difficult on the small employer.

That's where your outsourced HR consultant can really help. No matter who you use they will either know, or be able to find out, and give you the right advice. What's that worth? Would you rather pay £50 or thousands? It's a no brainer.

Nothing changes !

2010-02-02T04:00:00.000-08:00

I have been missing since September due to excessive pain, an operation on my back and the fog of painkillers, morphine etc. Sometimes I wondered how I kept working, but I did my best!

Now that I am back again I see that nothing has changed. I am still left wondering why some business owners put up with so much bad behaviour and poor performance from their employees. Maybe it's the way I was brought up (a plain speaking northerner) but from my 25 years+ experience of working in HR I find that the truth is generally the best way forward.

When I have the job of sitting down with an employee and telling them about their short-comings in the workplace they are often surprised and have never been told before. However, we can't leave things on a negative note, the purpose of the talk is to improve behaviour or performance, so let's tell them what we DO WANT to see in the future.

Nip it in the bud. Deal with that issue today and don't let it grow into a major problem.

Putting up with poor performers

2009-09-22T02:49:00.000-07:00

I am still amazed by the amount of small businesses that allow staff to get away with murder. Then, of course, the time comes when you want to make redundancies and they want to get rid of them so lets choose Disciplinary Record as a fair criteria to choose the people to go. So where is the disciplinary record? You know the answer. Nothing at all on paper, nothing actually done at all except maybe a "strong word" from time to time.

It is the owner/manager who has to take responsibility for having a procedure that is used by all his/her managers and supervisors and that there is some CONSISTENCY. The key problems facing Tribunals is that employers fail to follow a fair procedure and different managers at the same business do things differently. That's why they end up paying their hard earned profits back to the shirkers they didn't want in the first place. Wow, it makes you want to cry with frustration doesn't it?

I do understand that small businesses in particular aren't versed in the law, but you can't afford to throw money away when a short training session and a clear procedure is all that you need. Ignorance of the law is no excuse, which is what I found out recently when I was driving at 57 in a 50 area. I thought dual carriageways were 60 - wrong !!! I got a fine and sent on a "Speeding Awareness Course" which was a full half day. Okay, so I didn't get any points but how much is half a day of my time worth??

Work out the costs for yourself - you have to prepare all the documentation for tribunal (or you get someone like me to do it), then you have to have a lawyer or barrister at the Tribunal, then you have to have the day off to go plus any witnesses - so maybe all your team are with you. How much will all that cost you? How much does doing it right cost you? No brainer my friends.

If you don't want to waste your time and money get it right - it's not that difficult to do, honestly! Yes, I wear a suit most of the time but that doesn't mean I won't talk to the guys on the shopfloor or in a works yard in a way they can understand. It's about getting a system that works and keeps you out the Tribunals.

If you are ignoring poor behaviour now and are trying to "get rid of" someone by making it difficult or making them redundant (when they clearly aren't) watch out for the backlash. Jobs are hard to come by so staff will put in claims, they are surfing the net and talking to friends and family who are advising them what to do - so what have they to lose, may as well have a go?

If you want to do it properly give me a call and I will help you get it right for your business.
www.jigsawhr.com

Th e No.1 reason for Recruitment Mistakes

2009-07-16T14:09:00.001-07:00

I have just come back from doing some interviewing with a new client. Expectations were high after a fantastic cv with all the qualifications you could possibly want and an impressive looking history. The person was known to the client and was well liked for aspects of her work and her dedication to learning.

However, it was a very disappointing day because the person did not have the skills required for the job that was on offer. As much as my client really wanted the person to "fit" because she liked her, one of us had to be objective.

This is a common story, we all do it. If we like someone we want to make them "fit" and we try hard to find every reason to take them, even though it is clear that they do not meet the job description. Then we start to tinker with the job description to make the job fit the person and not the other way round.

There are no easy answers, but just be clear what you really want and if you decide to take someone based on personal liking then be prepared to dismiss them a few months down the road when they don't live up to the expectations for the role. That's a real killer. It's easier to say no and disappoint someone, than dismiss them and ruin their chances for the future. You see, we don't do anyone any favours by giving them a job they can't actually do.

If you do decide to take someone on knowing they can't do the job, then be prepared to draw up a training plan and invest heavily in your time and effort bringing them up to the standard you want. Sometimes this can work and sometimes it can't. Your choice, but do it knowingly.

Happy recruiting

It's so easy to get it wrong!

2009-07-14T09:19:00.000-07:00

The Equality & Human Rights Commission was set up to bring together all the legislation on discrimination and to monitor it and take it even further into everyday life, not just employment. Marvellous!

Today one of their own employees is taking them to Tribunal for Sex Discrimination, how embarrassing is that. Now let me tell you just how easy it is to get it wrong. This is what they did ......

an employee went off on maternity leave
during maternity leave a vacancy arose for a new job
they didn't send her the vacancy so she didn't know it existed
they filled the post with someone else

and its that easy! By not alerting her to the vacancy she didn't have the option to apply and therefore she was being treated less favourably than others in the office who could apply. She couldn't apply because she was note in the office due to maternity leave, which is a reason connected with her sex - voila a claim for sex discrimination.

Now isnt it time to review your procedures. If you need help visit www.jigsawhr.com

I bet Trevor Phillips is really feeling under scrutiny today.

The value of structure

2009-07-13T03:02:00.000-07:00

In June I was commissioned to write a book which had to be in within a month! The publishers gave me the outline structure - it had to have 7 chapters and within those 7 chapters had to be 50 "secrets". The spread (when you open a book you have 2 pages to look at - this is called a spread) could be in one of 3 formats.

Wow! Once I had worked out the outline and really planned the flow of the book it was so easy! I made the deadline without a problem and I had fantastic feedback and had to make so few changes I was amazed. So now I have to wait to see the final proofs when the design people have finished with it.

I know I'm rambling, that's what I do, but the point of the story is this: when you have a structure to something it's so much easier.

I am working with a client at the moment to help them structure their recruitment process and once the structure's done it will be easy for them to operate and save time and effort. What is it the rag trade say? "Measure twice, cut once". It really is worth putting the effort into the systems and structure at the start, then all the hard work is done!

Have a great Monday.

Valuing Difference

2009-07-02T13:17:00.000-07:00

Today I spent the day with 5 other people working on a project together. We are all very different - some of us are extrovert, some introvert, some full of ideas, some quietly nurturing an idea to share later. What is absolutely terrific is that we have come together for a single aim which we have all bought into and support and we are helping one another to reach that goal.

Now imagine this was a real company. Do we always value the difference that people bring to work? Do we welcome challenge to our ideas, or do we see that as criticism or dissent? Do we want people to conform and toe the line, or do we actually welcome innovation and change?

It's interesting how some employers can become so precious about their ideas that they will shut out suggestions from their staff, rather than look at the possibilities.

If we can get our staff to buy in to our vision and yet be able to contribute ideas and help the creative flow how much better might that be. Just because we are the boss doesn't mean we have the monopoly on great ideas.

Maybe its time to start listening and stop talking ? Just a thought.

Interviewing - Cultural Fit

2009-07-01T04:08:00.000-07:00

A couple of days ago I talked about the book that I was writing on Interviewing.

Yesterday I ran an Interviewing Skills course for managers at a company in the south east and one of the delegates told me about a process he went through in the USA, which I found really interesting and enlightening. The whole day was about interviews, but what was different was that the candidates got to interview the interviewer !!! So this is really showing people that it is a two-way process and that interviewees need to discover that the job is right for them.

I am looking at a way I can build this thought into how my clients do interviewing. There is nothing more soul destroying for both parties if you recruit someone who does not fit and then leaves you soon after. It's bad for them and its bad your you, it costs money and has an impact on others.

So if you have an interview looming why not ask the applicant :-

"what would you need to know about the company for you to decide it was the right place to work?"

"what's really important to you about the working environment?"

Please listen. If they tell you its really important to be part of a team and they enjoy the social side of work and you want them to work in an office on their own with a team who are out on the road do you think this is a good fit? They may be the best person technically but "cultural fit" with your business is just as important.

Interviewing

2009-06-29T13:10:00.000-07:00

I am currently writing a book on Interviewing from the perspective of the Interviewee and as I work my way through the book I have had a recurring thought - why don't we help our interviewees to be more prepared? If they were more prepared for the interview it would make our job so much easier wouldn't it?

When I worked in large businesses and did volume recruitment we used to really make sure that anyone who was coming for an interview or for an Assessment Centre ( a day of of interviews, testing, individual and group exercises) knew what to expect. The more information you give to people, including sample tests, the more likely they are to be prepared and more confident on the day.

The reason we suffer from nerves is often fear of the unknown. The more you can take that fear away the more the nerves disappear. This book should be mandatory reading for interviewees! No its not just a plug for the book - I only get paid to write it - but it just makes so much sense.

Focus on the ability not the disability

2009-06-27T02:57:00.000-07:00

At the bottom of this blog is a link to a website, but before you watch it, let me ask you a question. If you had a child who had to have his eyes surgically removed at a very young age, how would you treat him after? Would you wrap him in cotton wool and protect him from the world? Would you worry about his disability all the time?

This clip shows me what a strong belief and a positive attitude can do and the effect that it can have.

When we have a disabled person apply to us for a job what do we focus on - what they can't do. What about finding out what they can do? Just because someone has a disability doesn't mean they aren't worth having in the workplace.

I meet prejudice every day of the week. I understand it and can see both sides, but I would ask you to think about this. Not all of us come into the world disabled, sometimes we have it happen later in life. How would you want to be treated by an employer if you suddenly had to deal with a disability? Makes you think doesn't it.

Now watch and be amazed.......... http://bit.ly/6s9Ju

Please keep records !

2009-06-26T03:45:00.001-07:00

I understand that small businesses don't have the skills and training that many in larger businesses do, but setting up a systematic way of doing things only needs to be done once and then it makes it easy for you to follow each time, rather than reinvent the wheel.

Recruitment is a good case in point. Many a Tribunal case is lost because of the lack of records by the employer. In the light of lack of evidence the Employment Judge is left with two sides of a story and who he/she actually believes. Employers are expected to keep records but often don't and this immediately puts you on the back foot.

I had a call from a client today about interviewing and she was concerned about potential claims for race discrimination after having been on a training course the day before. She had drawn up a Shortlisting Matrix and selected the best applicants and it just so happened they all had English names and the ones not selected didn't. The point to remember is that she was selecting on the criteria and not on their names and this would be a crucial document to provide to a Tribunal if a claim ever arose. In larger companies we tended to number the applications and just put the number on the shortlisting matrix so that there couldn't be any influence about sex or race as you would just have a list of numbers down the side.

It's the little things that count. If you are recruiting, please keep all your shortlisting notes, interview notes, etc., until at least 3 months after the interview as that is the time limit for claims to be made to a Tribunal. This is your defence, so it is important.

The costs of getting it wrong!

2009-06-25T04:05:00.000-07:00

I understand that many people are working under a lot of pressure right now and with business dipping for some businesses its starting to get really tough out there.

I spoke at at the British Dental Association conference in Glasgow recently and asked the question who had been in a Tribunal - several hands went up. "How many of you won?" All the hands went down. I spoke to one of these people afterwards and he admitted that he had simply got it wrong because he didn't know any better. He lives in Scotland and now has an Advisor helping him. Sad to say this is a typical story.

Let's look at redundancies. This is not an opportunity to pick the person you have wanted to get rid of for a long time but never actually got round to peformance managing or issuing warnings too!! That's the recipe for losing lots of your hard earned profits in Tribunal. For some reason the fact that it is a "redundancy" doesn't connect with the fact that this is a "dismissal".

The rules regarding procedures have relaxed a little in the Tribunals but woe betide anyone who doesn't follow the rules concerning how to select people for redundancy and forgets to have the formal dismissal meeting. Employment Tribunals take a dim of view of employers getting it wrong. It doesn't matter if you employ 1 person or 10,000 people you are expected to know the law and apply it - ignorance is not an excuse .... which reminds me I thought you could do 60 on a dual carriage way, but now that I have been caught speeding I discover that is not always the case. I was lucky enough to go to a Speed Awareness Course rather than have 3 points in my licence. Is it time for you to have some training before you get "caught on camera"????

A word about discrimination and bank holidays

2009-06-23T13:48:00.001-07:00

One of my clients recently talked to me about how to apportion bank holidays for a part timer as their full time contract says 20 days holiday plus bank holiday. So how do you pr0-rate bank holidays then ? They were concerned that if a part timer worked on Monday and Fridays they would get more holidays than a part timer who works Wednesday and Thursday, so how can we be fair and not fall foul of the Part Time Workers legislation?

An interesting question? I wonder what other people do as its not a question I have ever been asked before in my 25 years in HR. Most people tend to give all bank holidays as they think they have to. IT IS NOT A LEGAL REQUIREMENT TO GIVE BANK HOLIDAYS OFF. I put that in capitals and yes it is true. What the Working Time Directive states when it was changed recently is that workers are entitled to 5.6 weeks holiday or 28 days per annum. This is usually referred to as 20 days + 8 bank holidays but it doesn't have to be.

I discussed this with the employment law service that I subscribe to and we ended up with an interesting solution but before I tell you please remember that you have to give notice of changes in contracts and you can't just implement this without any consultation.

Change the contract for all workers to say :-

You are entitled to 28 days holiday per annum

If work on a day that is a bank holiday you will be required to take that day off as part of your annual holiday entitlement

What the Part Time Workers Legislation says is that part time workers should not be treated any less favourable to full time workers. If you word your contract like this and pro-rate for part timers with the same stipulation that if a normal working day is a bank holiday then they have to take that from their entitlement it is totally fair as you are treating both categories of staff the same.

For part time staff they get their days pro-rated, so if you work 2 days a week it is 2/5ths of 28 days. If you end up with someone who works midweek and doesn't actually work on a bank holiday they are better off in terms of being able to choose when they take their days off, but they still get the same amount of holiday. This is legal and does not breach any rules. The only comparator for a part-timer is a full timer, so as long as part timers and full timers are treated the same there is no "less favourable treatment" and they cannot bring any claim.

Well, that's something to think about. But do bear in mind my warning - do not rush into changing contracts without consultation and statutory notice.

Interviewing for the Bewildered and Disillusioned

2009-06-23T12:00:00.000-07:00

It's really hard for young people today when they are applying for jobs to know what an earth to expect from the various companies that they apply to, everyone has a different approach to recruitment and I hear many and varied horror stories about interviews. It can get even harder in this current climate and for older people harder still.

I have known some people that are so nervous they literally dripped into the interview room and shaking hands was a very slimy experience ! I felt sorry for the person of course and did my best to settle him down. So why do we get so nervous? Its fear of the unknown I guess. It happens to us all in different ways for different reasons.

I was recently approached by a well known publisher to write a book on Interviewing from the perspective of the interviewee. I am now half way through the first draft now and its made me realise just how much knowledge that I have that would be useful to many people after 25 years in HR, but I had never thought about writing a book on the subject until now.

When its finished I hope that it will become a useful companion for everyone, from graduates to those who are just plain terrified about the whole process. When you get behind the scenes and really expose the way that recruiters and interviewers work it makes it a lot easier for people.

So what else could I write about ? Answers by email please!

Of course you can sack him!

2009-06-22T11:38:00.000-07:00

These are the words that many of my small business clients long for me to say when they ring up and have reached the end of their tether and just want to "get rid of the pain" that this person has become.

My job isn't to say no, it's to help you have enough information to make an informed decision. So, regrettably I have to twitter on about Discrimination and Employment Tribunals and what they look for, but I do that so you know what the risks are of your actions and what you may have to pay out at the other end. Please don't shoot the messenger, I didn't write the legislation!

My advice always for managers and anyone who employs people is "nip it in the bud". If something is going wrong, if someone is annoying you in some way at work deal with it NOW, don't leave it till 6 months down the line and then blow a fuse. Regrettably this is where employees make a killing in the Tribunals because you have lost your temper and fired them.

So the best advice is 1.2.3.

1. If something isn't right, say so and tell the person what you want instead

2. Monitor and give feedback, don't accept poor standards or conduct

3. If you feel like your going "to blow a fuse" - say nothing, go for a walk and then decide on the best course of action.

and please please please ring your HR Advisor and say "I am just about to ....." rather than "I have just done ....". This gives us a fighting chance to help keep you out of the Tribunal and keep your hard earned profits where they are deserved - in your bank account.

Management Tools - learning when to shut up!

2009-06-18T04:31:00.001-07:00

I was speaking at a meeting of the FSB in Bicester last night and one of the things that I said clearly hit home with the business people in the room as several mentioned it to me afterwards: learning when to shut up!

I read The 7 Habits of Highly Effective People a long time ago and one of habits was "seek to understand, then be understood" and I have used this ever since. When things go wrong in the workplace we often steam right in and start "having a go" at the person without gathering any facts. It's a common problem with very busy people!

What I now do when my 'body radar' goes off (for me it's a tightness in the stomach - but for others it may be pressure in the head or a racing heart) I take this as a warning: shut up and listen.

With any meeting where there are difficulties get the other person to speak first. Ask them about their side of the story and really LISTEN (not wait for a gap in the conversation so you can rush in). It helps to summarise back to the person what you have just heard and check that your understanding is correct. What happens then is two things. Firstly, they feel heard and you will see their shoulders come down and possibly a body sigh and, secondly, they are now in a better place to listen to you.

Now that you have listened you have so much more information and you have choices. You could adjourn the meeting to think about it, investigate a bit more or whatever is appropriate, or you could say something from a point of strength.

You will always be in the stronger position if you have listened and have more information.