Day: March 7, 2020

DEAR REWORKER: MY EMPLOYEE IS TATTLING ON HER COWORKERS

Dear ReWorker,
I have an employee that monitors everyone else\’s schedule. We are a retail organization, so schedules change from week to week. If someone is late, or two people swap shifts, I\’ll hear about it from her. Other than this annoying habit, she\’s good at her job. She just likes to hover and tattle. Of course, this drives her coworkers crazy. Can I keep the schedule away from her, citing privacy concerns?
Sincerely,
Tired of the Tattling
___________________________________________________________________________________
Dear Tired,
Of course you can keep the schedule away from her, but that would require you to keep it away from everyone, and just let people know their own schedules. When people want to trade a shift, it will all have to come through you, which will increase your workload. Plus, even if the schedule is kept private, your employee is smart enough to know that no one is scheduled to come in at 2:05, so when someone clocks in at that time, you\’ll hear about how so-and-so was late.
What you\’re trying to do is what many managers look to do—solve the problem without having to talk to the problem maker. This approach rarely works and often makes things worse. So, let\’s solve the problem instead of trying to find work-arounds.
First, let\’s examine her complaints. People must be coming in late for her to tattle, which is problematic. As for the shift swapping, it generally isn\’t a problem, but it could indicate that whoever does the scheduling isn\’t taking all employees\’ needs into consideration. In other words, your tattle-tale could be warning you of big problems.

Assess Underlying Problems

You need to address lateness with the latecomers, and rethink your scheduling if there is a lot of swapping going on. If either of these things are affecting the tattle-tale\’s life, that may be why she\’s whining; if she can\’t go home because Jane hasn\’t come in on time, that\’s an actual problem; if she\’s stuck working with people who need training all the time because of schedule swaps, that\’s a problem, too.
If these things are real problems, you can solve your tattle-tale problem by fixing the underlying issue. In a retail environment, people need to come in on time. Full stop.
However, if neither the lateness nor the swapping are real issues, and she\’s just being nit-picky and annoying, you can address the tattler directly. You don\’t have to have a big sit down discussion with her—just wait until the next time she comes up to tell you that Jane clocked in late or that Steve and Sarah swapped shifts. Say to her: \”This is not something you need to keep track of or tell me. I\’m on top of it. Thanks!\”
Now, she\’ll be back again with another report of her coworkers\’ failings, at which point you say, \”I told you this is not your concern. Please don\’t mention it again.\”
When she comes back a third time, then you have the sit down. \”Helen, I\’ve asked you twice not to talk to me about this. Do not monitor your co-workers. Do not worry about schedules. This is my job. If it happens again, I\’ll have to put a formal warning in your file. Is that clear?\”
After that, you\’ll have to follow your company\’s disciplinary procedures. She may be a good employee otherwise, but if she\’s alienating her co-workers, that\’s bad for the team.
Fix your tardiness problem, consider changing how you schedule and tell the tattle-tale to zip it. That way you can still post schedules publicly.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

YOUR SEVEN-STEP GUIDE TO HAVING TOUGH CONVERSATIONS WITH EMPLOYEES

Many people want to move into a management role because of higher pay, prestige and the ability to finally do things their way. But managing people also means having difficult conversations with the people that report to you. Whether you need to discuss performance, explain how a role is evolving or enforce the dress code, you should be prepared for tough talks.
Employment attorney and HR consultant Kate Bischoff has put together a 7 point checklist for having these tough conversations. But how can you implement this checklist in a real-life scenario? Let\’s say you have an employee whose outfit is inappropriate for the office. Here\’s how Bischoff\’s guidelines would play out in the case of a dress code violation.

Step 1: Plan

You can\’t go into a conversation about a sensitive topic without planning it first—after all, how do you expect employees to take the conversation seriously, if you aren\’t adequately prepared for it. Consider what are you going to say and how will you say it. In this case, make sure you review the official company dress code so that you can refer to it. Having a printed copy on hand would be great.

Step 2: Consult

Dress code conversations can seem straight forward, but gut check your plan with your boss, peer or HR department. Sometimes managers use dress code issues as an easy excuse to reprimand an employee that\’s exhibiting other problematic behaviors, and that\’s not the best way to deal with the underlying issue. Make sure you\’re approaching employees for the correct reason and you have company support.

Step 3: Take a Beat

Never go to an employee in anger. Take time to contemplate and be calm before you have the discussion.

Step 4: Schedule

Grabbing someone on the floor for a quick discussion is fine, but for a tough conversation, it\’s best to set aside a time and secure a place to handle the discussion thoughtfully. This is especially important if you have an open floor plan or cubicles that don\’t allow privacy—sensitive conversations about something like a dress code should be conducted in a private setting.

Step 5: Anticipate

Just how do you expect your employee to react? It\’s likely that they won\’t be thrilled, so be prepared for that. For instance, having the printed dress code will be a great way to respond if they claim you\’re picking on them or being sexist.

Step 6: Prepare For a Surprise

You can never anticipate everything that will come out of an employees\’ mouth. A dress code conversation response can run anywhere from, \”You\’re right, this is inappropriate,\” to \”My mother died when I was 12 and she left this skirt to me, and it\’s how I feel close to her. I can\’t believe you\’d insult my dead mother!\”
To have a chance at an appropriate response, consider several possible scenarios in your mind, and prepare your follow-up to them.

Step 7: Document

After the conversation, write down a recap of the meeting and email it to the employee. She doesn\’t have to sign it, but she should have a record of it taking place, according to Bischoff. Keep your notes in the employee\’s file, so that if you ever need to have a follow up conversation, you can start where you left off.
Adopting these steps for every tough conversation can increase the likelihood of positive, effective correction. Walking in unprepared can cause high emotions, and leave you wondering if you were right to bring it up at all. Developing a solid plan, however, can prevent much of that.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

DEAR REWORKER: HOW DO I ATTRACT GOOD CANDIDATES IN A HIGH EMPLOYMENT ECONOMY?

Dear ReWorker,
As this is my first job in HR, I find myself researching…a lot. In our industry, and our small town, skilled labor is becoming increasingly hard to find so we\’re constantly looking for ways to not only bring in better candidates, but also keep the skilled employees we already have. Do you have any resources that may help me?
Sincerely,
Rummaging for Resources
___________________________________________________________________________________
Dear Rummaging,
You\’re not alone. Unemployment is the lowest that we\’ve seen this century, and skilled labor is particularly hard to find. Schools push everyone toward a four year college degree, instead of encouraging some to pursue unskilled labor job training, so hiring today is a unique challenge.
But, let\’s start with how to keep your current employees. Are you conducting exit interviews? Are you trying to find out where people going and why they\’re leaving? How is your pay and benefits package? Do you offer enough vacation? Do you have a retirement plan? Health insurance? These benefits can be expensive, but they are less expensive than high turnover—make sure you\’re offering competitive plans and perks to your employees.
Also take a look at your managers. Are they doing a good job? You might want to send them to training to sharpen their leadership skills. Good management can make a world of difference in keeping employees happy and engaged.
Once that\’s taken care of, it\’s time to look for new hires in potentially unconventional places. Here are some tips for attracting candidates in a competitive hiring economy.

Consider Professional Networks

Look for candidates that are part of professional networks such as the mikeroweWORKS Foundation, which focuses on training and developing passionate people for skilled positions. Organizations like mikeroweWORKS prepare individuals in specific ways to help them stand out among other candidates, so take time to get to know applicants that belong to these groups and identify how they can contribute to your company.

Don\’t Overlook Recent Grads or Students

You said you\’re in a small town, so that leaves you with a small labor market even when unemployment is high, so start with your local high school and help build up a workforce. Offer apprenticeships and internships. There are rules regarding paying interns and apprentices, but it\’s worth the investment.
An internship can be a time to train and vet your next generation of employees. Not only will they actually get some meaningful work done for you while they intern, but you\’ll also gain clear insight into whether or not you\’ll want to hire them as full employees down the line.

Give Older Applicants a Chance

Older people (those over 40, according to the federal definition of \”old\”) are often looking for a chance to shake up their careers and try something new. While this group traditionally sees lower unemployment than teenagers and young people, there are plenty of people out there who would like a different job, or need a new job.
Don\’t limit your training and development to 18 year olds. Offer a program for everyone—including people who have already had a career in a different area.

Hire New Moms

It\’s not unusual for new moms to use this momentous milestone in their lives—the birth of a child—to pivot when it comes to career choices. They may be looking for more flexible work, for example. Give them an opportunity to get back to work, but on a lighter schedule.
Consider stay at home moms in your community as well. Would some of them like to get back to the workforce? Perhaps.

Look to Prisons

People with records find it hard to find work. For many, it\’s almost impossible. Give them a chance—you may find some great employees with a unique perspective on life and an inspiring appreciation for a second chance.
You\’ll notice a common thread among all of these candidate segments—and that is that you\’ll have to start from scratch with many of them, and invest heavily in training. This is true in every field—you cannot expect perfect people to walk in off the street. You have to invest in your employees. Yes, it\’s a financial risk. But, it\’s the best way to get the employees you need.
Sincerely,
Your ReWorker
Suzanne Lucas, Evil HR Lady
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

DEAR REWORKER: MY EMPLOYEE SAYS SHE WAS THREATENED BY A COLLEAGUE

Dear ReWorker,
A long term employee (Jane) said that a new hire (Karen) threatened her, and that Jane now feels unsafe at work. She wants Karen fired.
Here\’s the problem. No one has seen any bad behavior out of Karen, and Karen denies saying anything. Jane has been a good employee and I have no reason to doubt her, but I can\’t just fire Karen, right?
Sincerely,
Serious About Safety
___________________________________________________________________________________
Dear Serious,
This is a tough situation, with a lot of forces at play.
First, did Karen really threaten Jane? Right now, the only evidence you have is Jane\’s word.
Second, what if Jane said something that you wouldn\’t think of as a threat, but still made Karen feel uncomfortable? It\’s entirely possible that both Jane and Karen are telling the truth—Karen didn\’t threaten Jane, but Jane felt threatened anyway. This could be a simple misunderstanding, or it could have deeper roots.
Third, it\’s critical that everyone feels safe at work, and now you\’re in a situation where at least one, possibly two, people no longer feel safe at work. This is unacceptable. Period.
So what should you do? To start, follow up with Jane. Explain that you trust and value her as an employee, but there just isn\’t enough evidence to support disciplining Karen—yet. I presume you\’ve already asked for details about exactly what happened but if not, make sure you\’re clear on that. Here are two things to look for:
  • Is there animosity between Karen and Jane that began before Karen started working here? Do they know each other from a previous relationship?
  • Could there be a racial/ethnic/other group conflict?
  • Does either Karen or Jane have reason to feel threatened by the other\’s presence? For instance, was Jane up for a promotion, but you decided to hire Karen instead? Was Karen hired with the understanding that she\’d be Jane\’s boss but now she\’s her peer?
If you\’ve figured out where the problem originates, you can try to solve it. If not, you need to focus on safety. Jane gets the benefit of the doubt because she has been there a long time and is the victim, so you\’ll want to keep an eye on Karen and be transparent about it.
If possible, see if you can adjust their schedules so that Karen and Jane don\’t work alone together. If this is not entirely possible, have someone check in on them regularly. What you want to ensure is that neither has the opportunity to say or do anything stupid or mean. If something happens, you\’ll want to correct it immediately.
The last thing you want is for a problem to fester, or for Jane to feel like she hasn\’t been heard and that you don\’t take safety seriously. If Karen truly is a problem employee, careful monitoring will catch it.
Sincerely,
Your ReWorker
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

HOW TO EMPOWER YOUR EMPLOYEES TO MAKE BETTER BUSINESS DECISIONS

Steve Jobs was notorious for his autocratic leadership style. Instead of empowering his employees to make their own decisions, he would set the strategy, goals and method—and expect them to follow suit. While Apple was incredibly successful under his leadership, some of the downsides of this style are apparent since his passing in 2011 .
The most recent example involves the removal of movies from people\’s iTunes accounts. Jobs believed that content (like movies) could be treated like software—instead of buying it, you license it. Now, some media providers are pulling their movies from iTunes, making them unavailable to people who purchased them. If someone had been empowered while Jobs was in leadership to say, \”Content isn\’t like software. When people buy a movie, they want to keep it forever,\” Apple\’s customers might be a little happier.
As a company leader, it can be tempting to make all the decisions yourself, but if you want to set your organization up for success (even after you leave) then you need employees who are able to make good decisions on their own—and who feel empowered to do so.

Step 1: Help Employees Predict the Results

Lots of things that sound good on paper fall apart when put into practice. It\’s important for your employees to stop and think about what will happen in the real world before they make a business decision. Will people act the way they expect? Will the decision actually solve a problem?
Let\’s say you have a manager who feels that punctuality is important in her department. She decides that if anyone is late, they will get written up. How can you, as a leader, help her think through the consequences of this decision? Ask her a few follow-up questions to get her thinking about the outcome of her decision: What happens if someone is 5 minutes late instead of 20? What happens if someone is late because of a delayed train versus someone who is late three times a week? Thinking through the different scenarios is key to helping employees make measured choices.
In the above scenario, for example, asking follow up questions allows the manager to see that having identical punishments for different situations isn\’t a great idea. With a blanket late policy, if an employee is stuck in traffic and is going to be late anyway, they might be encouraged to stop off at Starbucks to get their favorite drink. Is that behavior a manager wants to encourage? No. Does a manager really want to write up a conscientious employee whose train was late because of an accident? No. If you help the manager think through these possibilities, she\’ll predict the results and come up with a better decision.

Step 2: Share the Whys

Another aspect of good decision making is ensuring everyone knows why decisions are being made in the first place.
Let\’s say you wanted your customer service employees to handle higher level complaints—instead of calling a manager each time. Instead of saying, \”deal with it yourself,\” you might give them guidelines on how to handle different situations that might come up. Then you can tell them, \”we want to give our customers the best service possible, and so from now on, I\’d like you to try to handle complaints you\’d normally send straight to me. I follow and I trust your judgment and will back you up.\”
The first statement might make people feel like you are pushing your job onto them. But, the second statement lets them know that they have all of the information they need and you trust them to make good decisions.

Step 3: Provide Feedback (and More Feedback)

When you let employees make their own decisions, some will be better than others. Your job, as a leader, is to provide feedback on why something went well or why it went poorly. Of course, opinions can differ, so you need to make clear what works for your business. For example, if a customer comes in complaining about service she received and your employee offers a 10 percent discount. Was that a good decision or a bad decision?
The answer isn\’t straightforward across all businesses which is why it\’s important to let employees know why it worked or it didn\’t. For example, \”This was a great decision because it will help retain a valued long term customer\” or \”This was a bad decision because we ended up losing money on this transaction.\”
By helping employees to think things through, explaining why, and providing feedback, you can build an environment where employees are empowered to make responsible decisions and enable them to seamlessly transition into leadership positions when the company needs them to step up.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

HALF OF YOUR EMPLOYEES THINK THEY\’RE UNDERPAID—HERE\’S WHAT YOU CAN DO ABOUT IT

Do you pay your employees fairly? Of course! You did your research when making salary offers, you award regular cost of living raises and you pay for their overtime work. Still, according to a recent study by Robert Half, 46 percent of employees feel that they are underpaid.
This, of course, doesn\’t necessarily indicate the truth about salary, since these particular findings are based on feelings. I\’m a fan of dealing in facts, so I\’d want to double check everyone\’s salaries, and, depending on my findings, come back and say, \”Yep, even though you feel like you\’re underpaid, you\’re not. Now get back to work.\”
But, that\’s bad management advice. People\’s perceptions are their realities. If you simply dismiss their concerns with \”I\’ve double checked, and you\’re not underpaid,\” it\’s not likely to fix how they\’re feeling, which could lead to disengagement over time. Instead, if an employee approaches you to discuss their salary, I\’d recommend taking the following steps.

1) Find Out What They Really Do

The job someone does and the job you think they do are often two different things. Good employees, especially, tend to take on additional responsibilities just to make sure the work gets done. You may not know that Jane does an audit by herself because Heidi never gets her half done on time. Steve may be writing code to automate routine tasks.
There may be many things they are doing that you are not aware of, which is not to say that you are a bad manager. On the contrary, it\’s likely that you are a good manager who allows your employees to work independently and they\’ve risen to the occasion. Just ask, and determine whether they\’re doing enough additional work to constitute a pay raise.

2) Ask What They Consider Fair Pay

If someone says she\’s underpaid, it makes sense to ask what she thinks fair pay is and why. After all, she must have some idea of what she wants if she\’s asking. If she says she\’d like a raise \”Because I do a good job,\” that\’s a less substantial claim than\”I know that our competitor pays $5,000 more for this same job.\”
If there\’s actual data to support an employee\’s request for a larger salary—be it intel on competitor salaries, or a documented improvement in output and performance—you should absolutely consider it. If an employee is earning less than she could make elsewhere, there\’s a good possibility that she\’ll quit, and you\’ll have to hire someone new—making the market rate. You\’re not saving any money not paying someone correctly.
On the other hand, it\’s also possible that your employee has wildly unrealistic ideas about salary. She may be new to the workforce and not understand that you don\’t get a 10 percent raise every six months. Or she may be under the mistaken impression that everyone else earns substantially more. Regardless, if this is the case, you can sit down and show her data to support how you arrived at her current salary. If she still insists she\’s underpaid, you have to say, \”I disagree. If something changes, we can re-evaluate, but until that time, this is your salary and it\’s fair.\”

3) Don\’t Be Defensive and Dismissive

Employees\’ concerns that they\’re underpaid often stem from finding out what their co-workers earn. The law allows employees to discuss their salaries, so never punish someone for raising this issue, and don\’t dismiss their question. In fact, it\’s worth taking a regular look at what similarly situated employees at your company earn. Are you willing to stand up in court and justify why a woman at your firm is making less than a man in a similar role? Are their jobs really that different?
An employee that comes to you with a salary complaint is much better for you than an employee who goes to the Equal Employment Opportunity Commission, hires a lawyer or leaves to get new job. Take their question as a gift, and an opportunity to re-evaluate what everyone earns.
As for those people who feel they earn too much? Yeah, well, we should all be so lucky.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

HALF OF YOUR EMPLOYEES THINK THEY\’RE UNDERPAID—HERE\’S WHAT YOU CAN DO ABOUT IT

Do you pay your employees fairly? Of course! You did your research when making salary offers, you award regular cost of living raises and you pay for their overtime work. Still, according to a recent study by Robert Half, 46 percent of employees feel that they are underpaid.
This, of course, doesn\’t necessarily indicate the truth about salary, since these particular findings are based on feelings. I\’m a fan of dealing in facts, so I\’d want to double check everyone\’s salaries, and, depending on my findings, come back and say, \”Yep, even though you feel like you\’re underpaid, you\’re not. Now get back to work.\”
But, that\’s bad management advice. People\’s perceptions are their realities. If you simply dismiss their concerns with \”I\’ve double checked, and you\’re not underpaid,\” it\’s not likely to fix how they\’re feeling, which could lead to disengagement over time. Instead, if an employee approaches you to discuss their salary, I\’d recommend taking the following steps.

1) Find Out What They Really Do

The job someone does and the job you think they do are often two different things. Good employees, especially, tend to take on additional responsibilities just to make sure the work gets done. You may not know that Jane does an audit by herself because Heidi never gets her half done on time. Steve may be writing code to automate routine tasks.
There may be many things they are doing that you are not aware of, which is not to say that you are a bad manager. On the contrary, it\’s likely that you are a good manager who allows your employees to work independently and they\’ve risen to the occasion. Just ask, and determine whether they\’re doing enough additional work to constitute a pay raise.

2) Ask What They Consider Fair Pay

If someone says she\’s underpaid, it makes sense to ask what she thinks fair pay is and why. After all, she must have some idea of what she wants if she\’s asking. If she says she\’d like a raise \”Because I do a good job,\” that\’s a less substantial claim than\”I know that our competitor pays $5,000 more for this same job.\”
If there\’s actual data to support an employee\’s request for a larger salary—be it intel on competitor salaries, or a documented improvement in output and performance—you should absolutely consider it. If an employee is earning less than she could make elsewhere, there\’s a good possibility that she\’ll quit, and you\’ll have to hire someone new—making the market rate. You\’re not saving any money not paying someone correctly.
On the other hand, it\’s also possible that your employee has wildly unrealistic ideas about salary. She may be new to the workforce and not understand that you don\’t get a 10 percent raise every six months. Or she may be under the mistaken impression that everyone else earns substantially more. Regardless, if this is the case, you can sit down and show her data to support how you arrived at her current salary. If she still insists she\’s underpaid, you have to say, \”I disagree. If something changes, we can re-evaluate, but until that time, this is your salary and it\’s fair.\”

3) Don\’t Be Defensive and Dismissive

Employees\’ concerns that they\’re underpaid often stem from finding out what their co-workers earn. The law allows employees to discuss their salaries, so never punish someone for raising this issue, and don\’t dismiss their question. In fact, it\’s worth taking a regular look at what similarly situated employees at your company earn. Are you willing to stand up in court and justify why a woman at your firm is making less than a man in a similar role? Are their jobs really that different?
An employee that comes to you with a salary complaint is much better for you than an employee who goes to the Equal Employment Opportunity Commission, hires a lawyer or leaves to get new job. Take their question as a gift, and an opportunity to re-evaluate what everyone earns.
As for those people who feel they earn too much? Yeah, well, we should all be so lucky.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

DEAR REWORKER: OUR HR MANAGER APPEASES BULLIES—WHAT CAN I DO?

Dear ReWorker,
Recently, my colleague and I carefully documented and reported acts of long-term bullying by two of our coworkers. Soon afterward, HR summoned the entire department for a mandatory meeting where our boss\’s manager and the top HR manager yelled and reprimanded us. We were told our complaints were petty and stupid, and that their time was wasted.
A few weeks later, another meeting was called where we received similar, abusive treatment after my colleague stood up to one of our bullies, and she reported it. It was made clear to us that no one was going to be fired, and if we didn\’t feel the culture was a good fit, we were welcome to leave.
My question is: do we have any recourse for this treatment by HR and upper management?
Sincerely,
Jousting For Justice
___________________________________________________________________________________
Dear Jousting,
Your company has made it very clear that they do not care about bullying behavior, and, in fact, support bullying. No matter how minor complaints might be, the proper course of action for HR is to sit down with the complainer and address the issue. It is never proper to rudely reprimand and embarrass people.
The first thing you need to do in your situation is decide: do the benefits of working at this organization outweigh the horrible culture? They might. If the pay is good, the commute is short and the work is interesting, you can ignore the bullying co-workers. If those things don\’t outweigh the culture, however, freshen up your resume and look for a new job. Find one, and leave.
If you do decided to stay, know this: the top HR manager is not the ultimate decision maker at your company and you can bring this problem to the CEO or escalate it in other ways. It\’s particularly challenging when people with the most power behave poorly, but here\’s what companies should teach their workers about reporting complaints against upper management.

Any HR Person Should Take a Complaint

When your problem is with the head of HR, going to her direct report can seem like a waste of time, but any HR person should be prepared to listen, document and launch an investigation if warranted. Even hiring an outside firm to investigate is a possibility, when internal conflicts of interest arise.

Line Management Can Step in to Help

Most organizations are set up with a system of checks and balances, and everyone has a boss or manager. Even CEOs sometimes report to a Board of Directors. Any managers throughout the organization should be equipped to handle complaints, so employees should be encouraged to find sympathetic managers and work with them on addressing any problems.

Hiring a Lawyer Can Be a Last Resort

It\’s not illegal to bully or be a jerk, but it is illegal if that bullying is due to race, gender or other protected characteristics. When employees feel like HR and management aren\’t listening, they should be urged to hire an employment lawyer. Legal counsel can be quite effective at getting a company to pay attention. While companies shouldn\’t allow bullying of any kind, if the senior management behaves badly, sometimes fixing it is beyond an employee\’s pay grade.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

HALF OF YOUR EMPLOYEES THINK THEY\’RE UNDERPAID—HERE\’S WHAT YOU CAN DO ABOUT IT

Do you pay your employees fairly? Of course! You did your research when making salary offers, you award regular cost of living raises and you pay for their overtime work. Still, according to a recent study by Robert Half, 46 percent of employees feel that they are underpaid.
This, of course, doesn\’t necessarily indicate the truth about salary, since these particular findings are based on feelings. I\’m a fan of dealing in facts, so I\’d want to double check everyone\’s salaries, and, depending on my findings, come back and say, \”Yep, even though you feel like you\’re underpaid, you\’re not. Now get back to work.\”
But, that\’s bad management advice. People\’s perceptions are their realities. If you simply dismiss their concerns with \”I\’ve double checked, and you\’re not underpaid,\” it\’s not likely to fix how they\’re feeling, which could lead to disengagement over time. Instead, if an employee approaches you to discuss their salary, I\’d recommend taking the following steps.

1) Find Out What They Really Do

The job someone does and the job you think they do are often two different things. Good employees, especially, tend to take on additional responsibilities just to make sure the work gets done. You may not know that Jane does an audit by herself because Heidi never gets her half done on time. Steve may be writing code to automate routine tasks.
There may be many things they are doing that you are not aware of, which is not to say that you are a bad manager. On the contrary, it\’s likely that you are a good manager who allows your employees to work independently and they\’ve risen to the occasion. Just ask, and determine whether they\’re doing enough additional work to constitute a pay raise.

2) Ask What They Consider Fair Pay

If someone says she\’s underpaid, it makes sense to ask what she thinks fair pay is and why. After all, she must have some idea of what she wants if she\’s asking. If she says she\’d like a raise \”Because I do a good job,\” that\’s a less substantial claim than\”I know that our competitor pays $5,000 more for this same job.\”
If there\’s actual data to support an employee\’s request for a larger salary—be it intel on competitor salaries, or a documented improvement in output and performance—you should absolutely consider it. If an employee is earning less than she could make elsewhere, there\’s a good possibility that she\’ll quit, and you\’ll have to hire someone new—making the market rate. You\’re not saving any money not paying someone correctly.
On the other hand, it\’s also possible that your employee has wildly unrealistic ideas about salary. She may be new to the workforce and not understand that you don\’t get a 10 percent raise every six months. Or she may be under the mistaken impression that everyone else earns substantially more. Regardless, if this is the case, you can sit down and show her data to support how you arrived at her current salary. If she still insists she\’s underpaid, you have to say, \”I disagree. If something changes, we can re-evaluate, but until that time, this is your salary and it\’s fair.\”

3) Don\’t Be Defensive and Dismissive

Employees\’ concerns that they\’re underpaid often stem from finding out what their co-workers earn. The law allows employees to discuss their salaries, so never punish someone for raising this issue, and don\’t dismiss their question. In fact, it\’s worth taking a regular look at what similarly situated employees at your company earn. Are you willing to stand up in court and justify why a woman at your firm is making less than a man in a similar role? Are their jobs really that different?
An employee that comes to you with a salary complaint is much better for you than an employee who goes to the Equal Employment Opportunity Commission, hires a lawyer or leaves to get new job. Take their question as a gift, and an opportunity to re-evaluate what everyone earns.
As for those people who feel they earn too much? Yeah, well, we should all be so lucky.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

MAKING THE CASE FOR—AND AGAINST—HIRING OVERQUALIFIED CANDIDATES

We\’ve all seen it before—you get an application from a candidate that is simply overqualified for the position that she\’s seeking. After all, why would an applicant with over twenty years of experience be vying for a mid-level role? But here\’s the problem with calling someone \”overqualified.\” At some companies, the term has become an easy way to reject someone without saying \”you\’re too old.\”
Not only is that potentially discriminatory against applicants that are being overlooked simply for their age, but you\’re also likely missing out on employees with unique professional backgrounds and life experiences that have a lot to offer your company, regardless of their position.
It turns out, there are actually plenty of reasons why people may want to step down—and it\’s up to you to determine whether or not they\’re valid. Here are three occasions when you should give overqualified applicants a chance, and three situations in which to avoid them.

When to Hire

They\’re Ready to Slow Down: I love my job—it\’s exciting and interesting and every day is different, but it doesn\’t end at 5:00 pm. There are times I wish I could slow down, and I\’m not the only person to feel that way. When an employee is tired of a previously-held high pressure job, they may want to stay in the same industry and take a position with less responsibility and stress.
A major life change—a baby, a suddenly empty nest, a spouse retiring, or a health problem that calls for a less demanding role—is another common reason for wanting to take a lower-level job. That person\’s experience could prove tremendously valuable to your company, and in return you\’ll be giving someone a more manageable work schedule. It\’s a win-win.
You\’re Expanding the Role: We tell people not to dress for the role they have, but for the role they want. Maybe you should consider hiring for an expanded role as well. If you\’re a startup and you only have the budget for one marketing person, hiring someone with not only marketing experience but also tons of management prowess may help you in the long run.
If growth is on your horizon, that person may be well-positioned to take over as a manager as your company grows. Note: if this is your plan, please be clear with the candidate. They may be looking to step down to avoid a managerial role, so if you spring management responsibilities on them six months down the line, they\’ll be unhappy.
It\’s a New Role and the Manager Needs Support: Sometimes the best candidate for a totally new function is an expert. She might have to do the job without support because the manager might not know exactly what to do yet, so you\’ll be glad you have someone on the team with valuable experience.

When to Consider Other Candidates

The \’Step Down\’ Isn\’t Justified: If a candidate is hemming and hawing about her reasons for taking a position for which she is overqualified, that could be a red flag. If she\’s unemployed, that may explain why—and it may be a smart move for her. But it may also mean that as soon as she\’s hired, she\’ll start looking for a higher level position.
It\’s possible that she simply wants a foot in the door of your company and plans to post out of the job as soon as possible. If she really seems like the best candidate, make your expectations clear before offering a job, and be honest about the fact that her role might not change much regardless of her qualifications. You don\’t want to be interviewing candidates again in six months.
Critical Skills Are Missing: Someone who has been a Director of Quality Assurance may not remember how to perform simple lab tests any more. Sure, she can be trained, but will that training be more difficult than hiring someone who is currently up to date? Will she be frustrated when the current director who does things differently than she did?
If you have reason to believe that she might be missing skills that will be crucial for the job, ask her about them directly. If they are indeed missing, you\’ll need to move on.
You Know He\’ll Be Miserable: You don\’t want an employee who will be unhappy in his role. If he has been a manager for a long time, and the position is for an independent contributor role, ask specifically how he\’ll feel about not having any authority over others in the department. Listen carefully, and consider his responses with care.
If the candidate seems unsure about how he\’ll feel taking a true step down, you may be better off considering someone else.
There isn\’t always a straight forward path when you\’re considering an overqualified candidate, but rejecting one doesn\’t necessarily mean you are discriminating against the candidate\’s age. Focus on asking yourself if this person will be a good person for the job, be happy there and stick around for at least a couple of years.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Instructor Blog: Tips on Effectively Using Persuation in the Workplace

Bryant & Stratton College is focused on preparing students for the workforce, and workplace capabilities are one way of doing that.
Workplace capabilities are listed on each supplemental syllabus, and one of the workplace capabilities listed is persuasion. Why is this a valuable skill and how will it be accomplished in your courses? Along with the obvious examples of persuading an employer to hire you or give you a raise, persuasion is often seen in more subtle, common examples. When working on a project, you may want to persuade your co-workers to select your approach.  You may want to propose a new technology and procedure.
Specific courses at Bryant & Stratton will help you hone your persuasive skills. In ENGL 101, you will persuade your audience regarding a topic and supporting the argument with research. Not only is supporting an argument with credible research an essential part of persuasion, you will include a rebuttal, which involves addressing the opposing point of view. The rebuttal is important because it shows that you have considered the other point of view and any weakness in your stance. In a work environment, this would be recognizing and refuting objections such as finances. In ENGL 250, you will create a proposal for a real or hypothetical supervisor. 
This proposal will be supported with research and ready to present to a supervisor. It could be a proposal to implement new technology or change a procedure. I enjoy teaching this course and seeing students actually present their proposals in their current position and have their suggestions implemented.  Practicing these skills will give you the confidence to execute proposals in the workforce.
Professional Persuasion
When considering persuasion in a professional environment, it is important to clarify what persuasion is not. Persuasion is not communicating with the pushiness of a salesperson or grossly misrepresenting the opposing side. In the academic and professional world, persuasion means presenting an argument in a respectful manner and supporting your point of view with credible research.
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Bryant & Stratton College is focused on preparing students for the workforce, and workplace capabilities are one way of doing that.
Workplace capabilities are listed on each supplemental syllabus, and one of the workplace capabilities listed is persuasion. Why is this a valuable skill and how will it be accomplished in your courses? Along with the obvious examples of persuading an employer to hire you or give you a raise, persuasion is often seen in more subtle, common examples. When working on a project, you may want to persuade your co-workers to select your approach.  You may want to propose a new technology and procedure.
Specific courses at Bryant & Stratton will help you hone your persuasive skills. In ENGL 101, you will persuade your audience regarding a topic and supporting the argument with research. Not only is supporting an argument with credible research an essential part of persuasion, you will include a rebuttal, which involves addressing the opposing point of view. The rebuttal is important because it shows that you have considered the other point of view and any weakness in your stance. In a work environment, this would be recognizing and refuting objections such as finances. In ENGL 250, you will create a proposal for a real or hypothetical supervisor. 
This proposal will be supported with research and ready to present to a supervisor. It could be a proposal to implement new technology or change a procedure. I enjoy teaching this course and seeing students actually present their proposals in their current position and have their suggestions implemented.  Practicing these skills will give you the confidence to execute proposals in the workforce.
Professional Persuasion
When considering persuasion in a professional environment, it is important to clarify what persuasion is not. Persuasion is not communicating with the pushiness of a salesperson or grossly misrepresenting the opposing side. In the academic and professional world, persuasion means presenting an argument in a respectful manner and supporting your point of view with credible research.
Effective Persuasion: Know Your Audience 
Any information you can glean about the intended audience will help you select the most effective approach. Should you include spreadsheets, or instead provide a general overview? How can you relate your proposal to something the recipient cares about? For example, if you are proposing a new technology or procedure to a manager, you would emphasize how your proposal would increase efficiency. A professional, respectful tone is essential when submitting a proposal. While you may not always effectively persuade, you can approach persuasion in a way that you can be proud of and maintain a positive relationship with those around you. A courteous, professional approach is in itself persuasive!
Any information you can glean about the intended audience will help you select the most effective approach. Should you include spreadsheets, or instead provide a general overview? How can you relate your proposal to something the recipient cares about? For example, if you are proposing a new technology or procedure to a manager, you would emphasize how your proposal would increase efficiency. A professional, respectful tone is essential when submitting a proposal. While you may not always effectively persuade, you can approach persuasion in a way that you can be proud of and maintain a positive relationship with those around you. A courteous, professional approach is in itself persuasive!
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

Study Tips from Academic Advising

Study Tips from Academic Advising Good study skills can help with even the most difficult classes. See what tips and techniques our advising staff has to offer and try to utilize them this fall!
Go into your Introductory Folders for each of your classes and thoroughly read, print and post all of the course document information. The Supplemental Syllabus, Course Policy, Tracking Calendar and Rubrics include a plethora of information that students must be aware of and understand to be successful in their courses. If there is something that you don’t understand, ask!”     –Lynn Bala, FYE & Orientation Instructor
Make a weekly plan for yourself as to when you can work on assignments. Also, post your discussions as early as possible so you have more time to concentrate on discussion responses and other assignments.” -Rick Kraft, Admissions Representative and Current Online Master’s Degree Student “When taking online classes, treat the situation as if you were taking classes at a campus.
Dedicate specific days/times to attending classes and stick to your schedule. Make sure to check the directions and due dates for assignments first be-fore making your study schedule.” –Kim Valachos, Academic Advisor
“Spread it out. Make sure you divide your studying time over a number of days, rather than leaving it all for the night before. You may come across questions that you need answered by your instructor. If you leave it until the night before the test… you may not get the answers you need in time. (It’s unlikely your instructor will be answering your questions in the middle of the night).” –Rachel Mehltretter, Continuing Student Advisor
Take 5-10 minutes before getting started to quiet your mind. Take some deep breaths, close your eyes and take your-self to a happy place and relax your body. It doesn’t take long to get the mind ready to absorb new information. A little soft music in the background helps too.” -Denise Broadwater, Continuing Student Academic Advisor  
Treat your college education as if it were your job. Write professionally, schedule time to be in your classes and keep your advisor and instructors in the know if you are not able to be in class for a few days. This will ensure that you have dedicated your time, energy and effort into being successful.” -Jennifer Ruhland, New Student Academic Advisor
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

UVM Students Gain Perspective in Ecuador

Traveling to Ecuador tends to be a reality check for students.
A rural family of seven can live on as little as $80 a month in Ecuador. According to The World Bank, 35 percent of Ecuador’s population – about 4 million people – live in poverty. One and a half million Ecuadorians live in extreme poverty and cannot meet their nutritional requirements even if they spend everything they have on food.

Study Abroad – Ecuador

University of Vermont faculty member Pete Shear leads the UVM Politics of Land Use: Indigenous Politics, Alternative Social Models & Agroecology travel study program in Ecuador. He believes that spending two weeks in Ecuador will certainly change a student’s perception of the world we live in.
“For a lot of my students, this is first time they have seen poverty and how poor people live,” said Shear, a native Vermonter and UVM alumni (M.A. in geography) who moved to Ecuador 17 years ago and lives on a 25-acre farm. “What people like about this course is that they’re not staying at five-star resort. We live with families in their homes and have a chance to really understand the culture.”
Now in its 10th year, Shear’s Politics of Land Use course is the longest, continuously running study abroad program at UVM. The popular course focuses on the social dynamism of Ecuador through volunteer work, community home-stays, and talks with political activists, students, campesino and indigenous organizations, and the rural agrarian people. The program is offered over winter session in December and January.
The course also has a strong environmental component. Almost half of Ecuador´s surface is covered by forests; the 18% percent of its territory is considered a protected area in order to conserve its unique biodiversity. But much is at stake. In Shear’s county, there is a proposal to establish a copper mine, and massive deforestation is an issue in Ecuador.
Students examine environmental issues and focus on solutions, actively participating in sustainable agriculture and small-scale economic development projects being implemented on Shear´s permaculture farm and rural community.
Shear’s students work at envisioning and create a different future, particularly through sustainability, ecological economics, and agriculture.
“We look at oil, copper, coffee, and bananas as case studies,” Shear said. “We have students start thinking about their participation in the producer-consumer chain, and lifestyle choices.”
Laura Greenwood, a global studies major, participated in the program last year and attended a fall information session to talk to students interested in the program. Shear’s program had a profound effect on her.
“We were constantly reminded of how even our individual choices for consumption affect the greater scheme of the world due to this growing age of globalization,” she said. “The fact that a country as geographically small as Ecuador can house the largest amount of biodiversity in the world speaks wonders to how important every ecosystem is to preserve. I’d like to think I’m a more conscious consumer now; someone who understands that under every international contract or development project lays a local impact and population that speaks truth to what is really needed.”
The course also includes hiking and spending time on Shear’s farm, where he grows coffee, avocados, and pineapples.
Shear returns to Vermont once a year in September to visit family and meet students interested in the program. Working with UVM students in Ecuador gives him hope for the future.
“When young adults come to Ecuador and I see them really thinking about things, it gives me hope. On a global level, these students are in the top strata of privilege and will be running the world 20-30 years from now,” Shear said. “When they talk about dedicating their lives to sustainability, conservation, or social work – part of the solution rather than part of the problem – it really gets me psyched about how much this generation is capable of creating a just and sustainable future.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1