There’s been a lot of uproar the past few weeks about work. Who’s doing it, how many people are doing it, and where they’re doing it. Much of this was provoked by Marissa Mayer’s pronouncement revoking working at home for most Yahoos. But it’s more than that.

I’ll start by saying that I disagree with Ms. Mayer’s decision. I think it was too broad an approach to whatever she believes is preventing Yahoo from resuming its previous position in the cyberworld. I’m sure some Yahoos were abusing the privilege, but I believe that many more were producing the calibre of work they were because of the flexibility policy in place.

Today, work is no longer where you go but what you do. To be successful in today’s global economy, or in your local economy, you have to produce results. And it goes beyond the workplace. Take a look at the revolution at universities. The explosion of MOOC’s, and their acceptance in academia, shows that it’s less and less about where you learn and more important what you learn. As Thomas Friedman pointed out in a recent column in the NY Times, colleges must move from a model of “time served” to one of “stuff learned.”  Here’s the link. http://www.nytimes.com/2013/03/06/opinion/friedman-the-professors-big-stage.html?_r=0

Knowledge is a fluid commodity. You don’t need to know everything because there’s Google or your preferred search engine. Of course Google is so ubiquitous there’s even a site http://lmgtfy.com, which stands for Let Me Google That For You.

You no longer need to know everything. You just have to be able to get the work done. The idea that everyone needs to be in one place to achieve extraordinary results is passé. There are times when it’s of value, but ignoring the realities of time zones, biorhythms, and work habits will move an organization precariously close to the precipice of oblivion. That’s just not how work will get done. And that’s the bottom line.

“How can learning leaders partner with specific line of business peers to ensure learning efforts gel with top line strategic concerns and drive organizational change?”

That’s the question I encountered today. And the answer, in a word, is listening.

Okay, it’s not quite that simple. It’s critical for learning and development efforts to be aligned with the mission of the organization. Therefore it’s incumbent on the L&D professional to know the mission and strategy of the organization to best be positioned to support it. Otherwise we’re just guessing.

And the best way I know to ensure that our L&D efforts are in sync with the organization’s needs is to meet with my peers, the senior and strategic leaders of the organization, and find out what their most pressing needs are. Find out what skills they envision their staff will need to meet the demands of the future. Find out what competency gaps are most crucial to address and then craft a plan, again working with the line leadership, to meet those needs.

Just throwing training at staff is a waste of time and money if it isn’t giving staff the skills they need to succeed both today and in the future. May my training brethren forgive me, but training is not always the answer. If we’ve identified a deficit of knowledge, train them. But if we determine that they know how to do the job but for one reason or other they aren’t doing the job, then manage them.

I know lots of L&D professionals out there who’ve had managers come to them saying, “My staff person needs training on [fill in the blank].” And then we dutifully identify the best, most cost effective training, send the staff person to it and nothing changes! Because they already knew how to do the job. It was easier for the manager to blame the lack of performance on a training need than to actually manage the person. And then when there is no improvement post-training, well it must be L&D’s fault for having sent them to the wrong workshop. Manager is off the hook and L&D is to blame.

But the bottom line is, the work still isn’t getting done.

The best way to ensure that learning is aligned with the strategic needs of the organization is to meet with your line peers, listen to them, offer your professional advice, and then take the appropriate steps to see that the work gets done. And that does not always mean training.

Mrs. Neuman, our teacher, stood at the front of the class. It was late May in fifth grade, and she told us that she’d been asked to submit suggestions for next year’s Safety Squad.  When you’re in elementary school there is no higher honor than being on the Safety Squad. It’s practically like being a cop. You get respect, you get recognition, you get a badge, you have power. You can actually give kids demerits. For running in the playground, for talking during line-up, for teasing, for fighting. Face it, the safety squad boys (only boys, this was the 1960’s) were cool.

Then Mrs. Neuman said something I’ll never forget.

“Every year when I make this announcement I notice that lots of you boys start sitting up straighter, paying more attention in class, keeping your fingernails cleaner. ” Now she was walking up and down the aisles stopping next to some of our desks. “but I’ve been watching you boys all year long to see how you’ve behaved.” She was standing next to my desk now. “I’ve already got a pretty good idea of who would make good monitors.” She started walking again. “And it’s not very likely that you’re going to sway my recommendation by behaving well for a few days at decision time. It’s how you behave all year long that matters.”

It’s how you behave all year long that matters. Or in workplace parlance, it’s how you perform all year long.

Some employees suffer from Santa Claus Syndrome. In the same way that children can behave for the 30 or so days between Thanksgiving and Christmas in order to ensure they get all the presents they want, when employees realize that performance appraisal time has rolled around again they start showing up on time, completing their homework, I mean assignments, and keeping their fingernails, I mean cubicles, cleaner. If their managers have been doing their job all year long, then, as Mrs. Neuman said, this will not sway the manager’s opinion.

But do your managers evaluate performance all year long? Do they manage the staff by setting objectives, giving feedback and looking for improvement? Or do they start paying more attention to their employees’ performance at the end of the year when they realize they’re going to have to craft a performance appraisal?

What I’ve discovered is that in today’s leaner, flatter workplace, managers often feel they don’t have the time to do all that’s entailed in being able to craft a thorough, comprehensive evaluation at the end of the year. As a result, they fall victim to the employee who sits up straighter and holds it together for the last three or four weeks of the performance cycle.

Aren’t these managers smarter than a 5th grader?

Lieutenant’s Badge.
I was second in command of the squad.

Neil Sedaka said it and it’s true of jobs as well as relationships. After finding a job, leaving one on good terms is one of the hardest things for people to do. I’ve helped scores of people find new jobs. Usually these people are unemployed but sometimes they’re switching jobs, and usually from one they hate. As a result, the break-up must occur. Here are a few answers to questions I’ve received about how to make a graceful exit.

Is there a best day to resign?
Some would say any day you quit a job you hate is your best day, but here the writer was referring to day of the week. The most common days are Mondays and Fridays. Usually this is linked to when you need to start your new job. Most jobs want you to start on a Monday so people give notice two weeks before that. Others choose to resign on aFriday to start the celebration. There is no good day for your employer, just be sure to give enough notice. Choose the day that works best for your new job.

What’s the best way to resign?
Verbally? In writing? Should I speak with HR first or my boss?
Speak to your boss first, and then go directly to HR. Have a copy of your resignation letter to give to each. HR will need lots of information from you, including a copy of your letter, and managers, in my experience, don’t always get the info/paperwork to HR in a timely manner. The letter should not discuss the reason for leaving or make any apologies. It does need to be clear as to your last day with the company and a cordial thank you for the opportunity of having worked there, even if it was hell. Don’t burn bridges.

How candid can I be during my exit interview?
Assuming that the exit will be with HR, not your boss, be honest and factual. If you’re leaving because of anything illegal or unethical, you have a responsibility to your co-workers to advise HR. Do not get into character assassination of your boss or you will lose credibility. If your reason for leaving is your boss, his management style, or nasty disposition,you can tell them this, but be prepared to back it up with specific examples. And be ready to answer the question, “Why didn’t you tell us sooner?” I would not advise sharing this with your boss, of course. He can still make your life even more miserable.

Do I have to give two weeks’ notice?
Yes, unless it is absolutely impossible. Be a professional. Give more if you can and if you have a good relationship with your soon-to-be-ex. The only reason to forgo the two weeks is if it would jeopardize your new position. But if your new employer is leaning on you so heavily to treat your former employer shabbily, why are you going there? Relocation is another reason that could suffice. There can be other exceptions to the two week rule based on industry (security professionals, IT, etc.)

Is it OK to keep in touch with my ex-co-workers/bosses, and if so, what’s the best way?
This is an absolute “It depends” question. People often stay in touch with ex-co-workers, less frequently with ex-bosses. Work friendships can be very strong and the occasional lunch, drinks or phone call is fine. Don’t be surprised though if the friendship wanes once you no longer have a common bond. Be careful not to gloat if you’re the one who’s escaped from the seventh circle of hell, and recognize that many employers are concerned about poaching. Certainly connecting on Facebook or LinkedIn, if you haven’t done so already, is acceptable and common. And while you’re at it, don’t forget to update your LinkedIn profile.

Here are a few other things you can do to make the parting go smoothly.
– The farewell celebration on the last day is common. But word of your leaving becomes common knowledge well in advance of your last day. Consider bringing in doughnuts, pastries, cookies or fruit perhaps a week before your last day as a “thank you” to all your co-workers. This will make the separation easier. You want to make sure you leave good memories.
– Make sure all your projects are in good shape and be sure to meet with whomever will be taking them on after you’re gone to pass on the unwritten knowledge about the project or client. In some cases you may even visit a client with your successor to make for a seamless transition.
– After you’ve spoken with your boss and HR, touch base with the people with whom you’ve worked most closely so they hear it from you, not through the grapevine.
– Don’t wait until your last day to pack up your personal belongings. Spend a little of each day working on this as it will take longer than you think, and your last day will be a whirlwind of activity and emotions, whether it is finishing up projects, or being interrupted by people stopping by to wish you well. The last thing you want is to have to stay late on your last day to pack. Plus, then you’ll be late getting to the bar where everyone will want to buy you drinks!

A question that came my way about eliminating performance reviews. Good idea? Bad idea? Here’s the question posed, and my response.

“My company has about 1,300 employees, and we are looking at possibly eliminating the annual performance cycle. Has anyone done this? If so, what has been the result, good, or do you think you’ll need to reinstate? We’re thinking of just providing employees with a year-end COLA/CPI adjustment versus merit based increases. I welcome any input.”

Eliminate the anxiety-ridden annual performance review? Yes.
Continue to manage performance throughout the year? Absolute necessity.

If the only reason your organization has performance reviews is to be able to defend compensation decisions then you’re missing a tremendous opportunity to improve communication, performance, productivity and profitability. Once a year reviews, especially if done solely to support a merit increase, have proven ineffective. They tend to wind up being one-sided monologues by the manager or “gotcha” sessions dreaded by the employee.

Your employees need objectives, direction and feedback and that’s the key to year-round performance management. You can read more about this in my article that appeared in Workforce Magazine.
http://www.workforce.com/article/20011026/NEWS02/310269986/six-steps-to-successful-performance-appraisals

And if you’re a member of SHRM, take a look at this article from HR Magazine for more tips. http://www.shrm.org/publications/hrmagazine/editorialcontent/2009/1009/pages/1009tools.aspx

Comments? Love to hear ’em!
Only the best,
Ron

Does your company have a pee policy?

This is what happens when you pay closer attention to policies than people. I’m sure this wasn’t a pleasant predicament for either the suffering staff or the managers held hostage.

Companies really need to understand the purpose of policies and think through their impact before implementing them.

BEIJING (AP) — Hundreds of Chinese factory workers angry about strictly timed bathroom breaks and fines for starting work late held their Japanese and Chinese managers hostage for a day and a half before police broke up the strike.

About 1,000 workers at Shanghai’s Shinmei Electric Company held the 10 Japanese nationals and eight Chinese managers inside the factory in Shanghai.

Read more: http://www.huffingtonpost.com/2013/01/22/chinese-workers-strike_n_2525171.html?utm_hp_ref=business

A question came my way from a college sophomore taking a business curriculum and thinking of declaring a major in human resource management. The question posed: is there a future in HRM? Is HR a viable field to major in and build a future around? What’s a normal day in HR like?

Now, part of me is jealous. No way I’d give up all I’ve learned in the past 25 years. Oh, maybe I’d surrender a few of the scars, but what I wouldn’t give to be in her Louboutins. Or maybe Birkenstocks. This is a wonderful time to be entering this field. In the next 50 years (and most likely beyond) the difference more than ever in whether an organization prospers or falls by the wayside will be its people. Technology will not differentiate, the size of your building or facilities will not, and even your product will not. It’s all about the people.

So here are some tips I shared as someone who came to HR after two other careers.

– Be sure to learn about business, not just HR. I spent years as a line manager and knowing what managers go through in trying to do their jobs has always served me well. It enhanced my credibility with the managers with whom I worked. At some point in your career, take a line assignment. Know the business you’re in.

– Spend time as a generalist. Don’t specialize too soon. At some point in your career you will gravitate toward one aspect of HR that intrigues you most. Before that happens, gain exposure to as many of the core HR functions (staffing, compensation, benefits, employee/labor relations, Training/OD, HRIS)  as you can.

– Don’t expect normal workdays. Everyday in HR presents something new and different. And that’s good. If you welcome this, you will never stop learning.

– Oh yeah, never stop learning. Your degree will entitle you to look for a job and in some ways even equip you to hold one. Your true education comes after you graduate.

Okay, I’m way over 140 characters so I may have lost you somewhere in my second bullet, so I’ll stop now. But not until I give you one more piece of advice. Keep networking. It’s how you’ll find your first job, your next job, and your way.

Only the best,
Ron

Why are they called soft skills when it’s so hard to do them right? It seems that whenever you hear someone talking about the importance of soft skills it sounds like they’re apologizing. Hard skills are the ones that get all the respect. Selling. Programming. Statistical analysis. These are hard skills, the ones that are hard to master and require constant upgrading and training to maintain proficiency. Soft skills are, well, soft. Fuzzy. Intangible. Less important.

Well it’s time to turn that notion on it’s head and it starts with the terminology. Soft skills are neither soft nor easy. They are critical and cut across all functions. They are Strategic. To be effective in any of the functions mentioned above you need the Strategic skills of communication, leadership, teamwork, influencing, adaptability, and so many others. The so-called hard skills are what I call Tactical or Functional skills because they are the ones related to success in a specific function. These are narrowly focused and rarely stretch across multiple functions.

I don’t mean to put them down, but I have long maintained that it’s the strategic skills that make people successful and effective in their endeavors. Certainly you need both. I wouldn’t want an accountant who’d never passed math  But in the long run, it’s the strategic skills, the ones that cross functional lines, that prove invaluable.

Just my opinion. Would be interested in yours.
Only the best,
Ron

My friend Jennifer wrote to me with an interesting, though not uncommon, conundrum. She was asking for help with an employee who is very “defensive” and won’t acknowledge the defensive behavior.  She wrote, “the employee continues to interrupt me when I’m providing feedback, and says she has, ‘a right to substantiate’ her perspective.  I have tried to tell her that, yes she can explain her point of view but she also needs to listen actively to ensure she understand what I am saying. I’ve suggested that while she is listening she is actually building her case to ‘substantiate’ or defend and therefore not really ‘actively listening’, nor willing to ever acknowledge what I am asking her to change. I’m feel like I’m not getting through to her and am getting frustrated. She is at a director level, not a newbie, and I want to just scream at her, ‘Just do your job!’ but I know this would not be effective.  Any suggestions?”

Now, I’ve known Jennifer a long time, I’ve worked with her and I know she’s a terrific manager. But we’ve all run up against people like her current employee. And the good news is, there’s lots she can do.

First off, she needs to stop telling the employee to listen, or listen actively. The employee in question thinks she is listening actively. So pointing out that she may not be (IMHO, she isn’t) won’t do and hasn’t done any good.

Second, Jennifer needs to find a neutral way to talk with the employee about her shortcomings or what she’s doing wrong. But she cannot use the word “wrong” with her or she will likely feel attacked and respond with a “fight or flight” reaction. And we know this employee will dig in her 3-inch heels and fight! I’m sure Jennifer is not attacking her employee but that is certainly how she’s being perceived.

Describe specifically what the employee is doing that is not acceptable. That’s the “what.” Then describe why it’s a serious issue that needs to be addressed. That’s the “so what.” So named because of times when I’ve described a problem or shortcoming to an employee and they responded with, “So what?” Then finally the “now what.” This is the change you expect to see and when. If the unacceptable performance is a deficit of knowledge, then the person needs time and training to rectify it. But if it’s a deficit of performance due to attitude, then when you finish describing the performance you expect to see, you will often end with, “and now!”

It’s finally happened. It seems that the pressures of the recession, the economy and the relentless business cycle have gotten to the one person we thought was invulnerable to all this, Superman.

It seems that Superman is considering leaving, may have already left, the Daily Planet to become a blogger! He just can’t take the pressure of today’s workplace. Is this the right career move for the Man of Steel? What will he do for health care? Is he eligible for unemployment? How many Twitter followers does he have? Has he effectively branded himself to go out on his own?

And what about your organization? Are you taking care of your superheroes, the employees who give everything they can and then some, or are you wearing them out? Is burnout destroying morale, exhausting your staff and accelerating turnover? What would you do if your ace reporter, I mean, employee decided to bag it?

http://www.workforce.com/article/20121029/WORKFORCE90/121029964/superman-says-i-quit-after-being-humbled-by-workforce-supervillain

Employees, you may have daydreamed about quitting your job and striking out on your own. No boss, the freedom to say what you want, the liberty to pursue what you want to do. But before you hit the “Send” button on your “seeya” e-mail (did you remember to “cc:” the entire company?) think about what the reality might be like. Ask yourself the questions above.

And managers, take a look around your workplace. You may have more to fear than Kryptonite.