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EDITOR'S COLUMN
WHAT IF THE STORY WAS A LIE?
Although booksellers might label it a New Age/self-help book, The Voice of Knowledge: A Practical Guide to Inner Peace, by Don Miguel Ruiz, makes some powerful points that I believe apply to the workplace. Ruiz cautions that since birth we have been fed a never-ending series of “stories,” many of which are based on lies. Because “we want to believe,” and thus “own” these stories, we also end up owning the lies that come with them.
For example, one of the stories running around your workplace might be that work means drudgery. This is based on the lie that we somehow leave our souls behind when we show up to work. What if the story were otherwise? If we focused our attention on our souls when we did our work, how could it possibly be drudgery (even if we were forced to do the same thing, over and over again, day after day)? In fact, millions of people worldwide who do the same thing over and over again find the “dharma” in it. They are “present” when doing their work; they relate to it and to those around them. Like Cool Hand Luke and his fellow chain gang members, we choose to make our work drudgery — or otherwise.
One reason that Service Master has become the world’s largest janitorial service is because they encourage people to bring their soul to work. They generated a new “story” and provide service with a capital “S.” As Martin Luther King stated, “If a man is called to be a street sweeper, he should sweep streets even as Michelangelo painted, or Beethoven composed music, or Shakespeare wrote poetry. He should sweep streets so well that all the hosts of heaven and earth will pause to say, here lived a great street sweeper who did his job well.” Go to http://www.servicemasterclean.com/ut/aboutus.asp and you’ll see what I mean.
What are the stories and attendant lies circulating around your workplace or the work you perform? That the bosses don’t care? That the salespeople are manipulative? That the only people we can find to do this line of work are losers? That you need to be a real jerk to be a litigator? That only women can be good nurses or men good forklift operators? What if we questioned these often silent belief systems and painted a different story? Suppose that we became artists with a new awareness?
To avoid the trap of “stories” in our personal lives (and, by extension, in our career and working environment) The Voice of Knowledge recommends a two-step approach:
- First, don’t believe your own lies about who you should be and what you should be doing. Begin to accept yourself for who you are and what you are doing. Fear no judgment except that of a higher power.
- Second, don’t believe anything that anyone else says, either! They’re just projecting their lies onto you. When you don’t live up to their “story,” it causes a dissonance that makes things “feel unfair.” As a result, they’ll begin to act as victims and blame you for their circumstances or (even worse) become hostile to you and justify any harm that they cause.
Here’s an example. Let’s say that somebody working for you is performing below par. Begin by questioning this assumption. Perhaps they’re performing up to par — theirs, not yours! Break All The Rules and other recent management books warn us not to project onto others who we think they are and what they’re capable of. A savvy manager needs to get clear about who they are and perhaps even test and assess their skills and personalities. For example, you might want your secretary to perform just as well as the previous one. But if their typing skill set isn’t the same, projecting your image onto them all day long doesn’t mean that they’ll perform up to your standards.
As we move forward, many of our assumptions, stories, and lies will come under intense scrutiny. The organizations and individuals that survive will be those stories.
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EMPLOYEE PERFORMANCE: YOU GET WHAT YOU FOCUS ON
A famous experiment involved telling a group of blue-eyed students in front of their class that they were smarter than the brown-eyed students. Not surprisingly, the blue-eyed children performed better during the next few months. Then one day the teacher told the class that she had made a mistake. In fact, brown-eyed students were smarter than blue-eyed ones! Predictably, the scores of the brown-eyed children improved, while those of the blue-eyed students deteriorated. The moral: Whether children or adults, people will make an effort to live up to others’ expectations of them.
Traditional job performance appraisals can have a negative impact on employees’ self-esteem. If you rate workers on a traditional 1 to 5 scale, an employee with a low rating might be motivated to improve out of fear for losing their job. But the long-term effect can be disastrous: Once the fear subsides, the worker will probably end up performing at the low level of the appraisal. If this employee then confuses a poor performance rating with their self-identity, rather than their job performance, the effect on their productivity will be even worse.
To solve this problem, start by hiring people who have a natural affinity for the work they’re doing. Assessment tools and skill tests will help you to do this. Then help employees feel good about themselves. Everyone who works for you should view themselves as a “5.”
Focus on acknowledging what employees are doing right: Spend less than 20% of your time and energy focusing on problem employees. If you’re certain that, despite their skills and your guidance, an employee just “doesn’t get it,” document the fact. Then focus on their conduct (avoiding “you” phrases) and provide them the opportunity and resources needed to improve during the next 30 days. If the employee still isn’t meeting their job expectations after that time, do everyone a favor and let them go.
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AN ACCUSATION HAS BEEN MADE
One day, an employee comes into your office and complains that a co-manager is harassing or discriminating against them. How should you respond?
Begin by getting the facts and securing the evidence. The last thing that you want to do is to make decisions based on false or inaccurate information, losing your evidence in the process. Have employee-witnesses make statements in writing, and then date and sign them (you might even have them sign under penalty of perjury). HR That Works users can use the Witness Statement Form to get an idea of what information to collect.
Be sure to gather the facts while people are still in your employ; a former employee/witness with a vendetta can create a serious problem. If you’re doing the investigation on your own, consider using the Investigation Checklist (our Form of the Month). If you think the matter might go to litigation, bring in an attorney to advise you and protect some or all of your investigation under the Attorney Work Product Doctrine or other confidentiality provisions.
No matter what you do, bear in mind that your actions could well come under a microscope. Ask yourself how a jury or the media might portray your efforts to make a fair decision based on accurate information.
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DO YOU REALLY KNOW WHO YOU’RE HIRING?
Time and time again employers rely on surface impressions when hiring personnel. Saying to yourself, “This is a good person” justifies not conducting a thorough background investigation that includes past employment history and any potential criminal background. Later, you’re astonished to learn that this “good person” happens to be a recently released felon. You wouldn’t have known this if their parole officer hadn’t called to check on their employment status.
You really don’t know a person or situation until you get the facts. Saving time and money doesn’t justify unknowingly hiring thieves, felons, liars, and otherwise disastrous employees. HR That Works users should listen to the teleclasses with Barry Nadell, a nationally known expert on hiring background information. His Web site is www.infolinkscreening.com. HR That Works users can also view the Hiring Training Module.
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SEPTEMBER TELECLASS
HR That Works users, mark your calendars for September 14, 2005 at 2:00 p.m. EST/11:00 am PST. Our guest will be E. Scott Geller, Ph.D, key speaker for Safety Prevention Solutions. The topic will be "People-Based Safety: The Human Dynamics of Injury". Please go to the teleclass page to download the handout for the presentation. More info to follow in a separate e-mail. To listen to August’s teleclass on Drug Testing, click here and download the mp3 file.
For California employers, please be sure to join us for the September 7th @ 11:00 am PST on Mandatory Sexual Harassment Training teleclass.
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“Whenever you see a successful business, someone once made a courageous decision.”
Peter Drucker, b. 1909
Management guru
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| This issue discusses:
We’ve also provided hyperlinks to the Form
of the Month.
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ADA Q&A
The Americans with Disabilities Act (ADA) is a federal civil rights law designed to prevent discrimination and enable individuals with disabilities to participate fully in all aspects of society. Here are answers to two frequently asked questions about the ADA.
Q: What practices and activities do the employment nondiscrimination requirements cover?
A: The ADA prohibits discrimination in all employment practices: Job application procedures, hiring, firing, advancement, compensation, training, and other terms, conditions, and privileges of employment. It applies to recruitment, advertising, tenure, layoff, leave, fringe benefits, and all other employment-related activities.
Q: When must an employer make a reasonable accommodation?
A: An employer must accommodate a “known” disability of a qualified applicant or employee. The requirement will be triggered generally by a request from a disabled individual, who might suggest an appropriate accommodation. The employer must provide accommodations on an individual basis because the nature and extent of the disabling condition and the requirements of the job vary in each case.
If the individual doesn’t request an accommodation, the employer need not provide one (except if an individual’s known disability impairs their ability to know of, or effectively communicate a need for, an accommodation that’s obvious to the employer). If a person with a disability requests (but can’t suggest) an appropriate accommodation, the employer and the individual should work together to identify one.
For more ADA Q&As, go to http://www.eeoc.gov/facts/adaqa1.html.
As always, we suggest you use the free and excellent accommodation resource at www.jan.wvu.edu. If their Web site doesn’t answer your questions, their experts will. HR That Works users should listen to the teleclass with Beth Loy of JAN.
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| FORM
OF THE MONTH:
CHECKLIST FOR INVESTIGATING COMPLAINTS OF HARASSMENT OR DISCRIMINATION
(PDF
)
( WORD) (RTF)
Our first bit of advice is to have an independent investigator or attorney look into these types of complaints. However, if you prefer to go it alone, this checklist provides a road map that will help protect you against some of today’s most common employee lawsuits. We encourage HR That Works users to look at the Investigation Training Module, including the Special Report: “19 Strategies for Investigating and Managing Wrongful Employee Conduct.
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The information presented here is general in nature and does not constitute legal advice. Due to local
and state laws and ordinances, an individual article might not
apply in every jurisdiction.
For more information on the contents of this newsletter, please
e-mail or give us a call.
© Employer Advisors Network, Inc. 2008
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