Month: March 2020

HOW TO TAKE THE EVIL OUT OF HR

I have heard this too many times: “Here comes HR. Something bad is about to happen.” 
Simply put, HR walks into workspaces and people worry about their jobs. In an effort to gain respect for our profession, I wonder if we’ve allowed ourselves to assume a role that is absolutely wrong for what we really want to achieve — trust.
Termination of an employee is a significant risk to the organization, even if all the proper steps are taken and the conversation is honest and accurate. HR is charged with managing the risk and, by golly, if we’re going to assume the risk, we are going to manage it. After all, it is our opportunity to grab a little power in the organization.
The performance and disciplinary process in organizations is cumbersome. If leaders were proactive about setting performance expectations, giving regular and clear feedback, and providing ample warning when the end is near, they would own the process and HR could go back to being a trusted advisor to leadership.
Do we in HR really want to allow ourselves to jeopardize the very trust we are trying to gain by micro-managing leaders in the performance and discipline process?
Many HR professionals have already turned this role back to managers. Some develop management skills, while others trust their managers to carry out disciplinary meetings without HR. Some still point the terminated employees back to HR to collect their ID, keys, cards, and get all of the appropriate forms signed.
But here is the challenge in that — at least from my perspective. HR should be trusted by leaders and by employees. By putting them in the position of being associated with terminating employees, we damage their reputation and put trust at risk.
Is there a better way? I have a couple thoughts:
  • HR should actively coach leaders in how to discuss performance and termination with their employees. When I say actively coach, I mean role play and pretend to be the employee and allow the manager to practice to the point where both have confidence that the manager will communicate clearly and not put the organization at risk.
  • If there is a difficult situation anticipated, have the next level manager participate rather than HR. This gives the next level manager insight into how the manager communicates and manages the organizational risk. It also keeps HR out of the “evil HR” role.
  • Provide a checklist to the manager for terminated employees, so that they collect the employee’s ID, keys and completed forms.
Allowing HR to distance themselves from the actual employee meetings may help in preserving a reputation of trust. Visiting business units for positive reasons is also a great way to avoid being seen as “the terminator.”

LEADERSHIP LEARNING IN THE TIME OF EBOLA

This isn’t a trick question, but a serious inquiry. I believe that learning happens at three levels in any organization: the individual level, the team level and the organizational level. Higher levels of learning are not necessarily the sum of individual or team learning, but a dynamic and evolutionary way that people come together to accomplish something.
Individuals can learn by reading a book, writing a paper, talking with others, and reflecting internally. Teams and organizations cannot learn by reading or writing. Given that teams and organizations are comprised of individuals, learning occurs in the spaces between the people — through interaction, dialogue and debate.
Apparently the Center for Disease Control counted on reading and writing as learning tools to protect against Ebola outbreaks, sending their protocol to healthcare providers to read and implement. I suspect that the two nurses who cared for Mr. Duncan would agree with me that reading the protocol wasn’t enough. Thankfully, in most organizations, we don’t face life and death situations, but perhaps there is a lesson for us to learn from this horrible situation so that we can avoid falling into the trap of thinking that simply communicating a change in behavior is sufficient to actually enact behavior change. 
Even without dire situations facing us, we do find ourselves needing to change behavior. Take, for example, those in leadership positions. As a leader, our behavior must change the moment we accept the role. We now have responsibility for the work, the people, and the results. That is a sobering responsibility, to have so much hinging on our leadership skill.
Yet we send new leaders into their roles without helping them to learn how to lead.  We may communicate to them the content that they need to know. We may even do a really good job of teaching them how to budget, complete performances reviews, and allocate other administrative work. Rarely have I seen organizations that help a new leader learn leadership behaviors, though.
Changing behavior requires practice, reflection, feedback and more practice, particularly when the behaviors are contrary to someone’s instinct, or are difficult to carry out. Helping someone learn these behaviors requires a systematic, consistent process of stating clear expectations, establishing consequences, and allowing the new leader to practice in a safe space.
What happens if a new leader is not given the opportunity to learn? She may have great instincts or have looked up to and observed a great leader. She may not have the instincts or role models. Everything that an organization accomplishes is through people, and leaders are in the unique position to either motivate or stagnate a group of people. Is leadership of the people of an organization something with which we want to take a chance?
Perhaps had the CDC realized the significance of the behavioral change required by the Ebola protocol, they may have sent advisors to help ensure that the learning was, in fact, taking place when the first case appeared. Like the CDC promulgating a protocol document and expecting that everyone will do the right thing and take it upon himself or herself to learn and practice, we cannot leave leadership skill to chance. It is too important to the success of our organizations.

SHIFT THE PARADIGM: CAROL ANDERSON'S WISH FOR HR IN 2015

What does 2015 hold for human resources? Honestly, I don’t know. I worry a bit about our future: will it bring more of the same or will we step up and make a change in order to create real value?
We need a shift. We are under fire and often seen as a necessary evil. We function as an overhead department and are pressured to reduce expenses. We devise programs that are dreaded and implement technology that is clunky. If we were a business, would our customers be buying?
Rather than make a prediction for 2015, I want to make a wish. I wish that human resources would use this next year to make a dramatic change in their approach to work — moving from an overhead department mentality, to that of a business provider.
I have a lot of years invested in this profession, and I truly believe that HR professionals have the ability to add tremendous value to organizations. But what does it mean to “add value”?
When I became an independent consultant and started reading and talking with others in the field, one message was consistent: we must create products and services that satisfy a need and provide value. This means doing a very good needs assessment, reporting back about what you hear and confirming the validity, and then devising a plan to fill the need. Once you implement the plan, you begin the process of evaluating effectiveness — gaining candid feedback from users about whether it addresses the need, and whether it is a feasible and workable solution. If it is not, then you tweak the solution until the need is met.
We don’t do that in HR. Instead, we tell the client (aka employee) what they must do, but rarely do we ever ask them for feedback. I know this for a fact because I have been one of those HR people who really didn’t want to hear any negative feedback because I felt powerless to do anything to fix it.
What if we used 2015 to do a really good needs assessment on one or two of our products or services?
Let’s take “talent management” as an example. What does talent management mean to your organization? Can you answer that question? Would your answer mirror that of your executive team? You probably have a talent management program in place. If you can’t answer the questions about what it is supposed to do, how do you know if it is the right solution?
Make 2015 the year that you commit to adding value to your organization, find out what value means, and assess your current programs for their value.
That’s a lot to do, all while keeping the wheels turning at the same time. However, just asking the questions of your executives and leaders shifts the paradigm. It says, “HR really wants to work with the business to make a difference to the business.” Once you turn that corner, I predict that you will gain significant credibility.

SHIFT THE PARADIGM: CAROL ANDERSON'S WISH FOR HR IN 2015

What does 2015 hold for human resources? Honestly, I don’t know. I worry a bit about our future: will it bring more of the same or will we step up and make a change in order to create real value?
We need a shift. We are under fire and often seen as a necessary evil. We function as an overhead department and are pressured to reduce expenses. We devise programs that are dreaded and implement technology that is clunky. If we were a business, would our customers be buying?
Rather than make a prediction for 2015, I want to make a wish. I wish that human resources would use this next year to make a dramatic change in their approach to work — moving from an overhead department mentality, to that of a business provider.
I have a lot of years invested in this profession, and I truly believe that HR professionals have the ability to add tremendous value to organizations. But what does it mean to “add value”?
When I became an independent consultant and started reading and talking with others in the field, one message was consistent: we must create products and services that satisfy a need and provide value. This means doing a very good needs assessment, reporting back about what you hear and confirming the validity, and then devising a plan to fill the need. Once you implement the plan, you begin the process of evaluating effectiveness — gaining candid feedback from users about whether it addresses the need, and whether it is a feasible and workable solution. If it is not, then you tweak the solution until the need is met.
We don’t do that in HR. Instead, we tell the client (aka employee) what they must do, but rarely do we ever ask them for feedback. I know this for a fact because I have been one of those HR people who really didn’t want to hear any negative feedback because I felt powerless to do anything to fix it.
What if we used 2015 to do a really good needs assessment on one or two of our products or services?
Let’s take “talent management” as an example. What does talent management mean to your organization? Can you answer that question? Would your answer mirror that of your executive team? You probably have a talent management program in place. If you can’t answer the questions about what it is supposed to do, how do you know if it is the right solution?
Make 2015 the year that you commit to adding value to your organization, find out what value means, and assess your current programs for their value.
That’s a lot to do, all while keeping the wheels turning at the same time. However, just asking the questions of your executives and leaders shifts the paradigm. It says, “HR really wants to work with the business to make a difference to the business.” Once you turn that corner, I predict that you will gain significant credibility.

SHIFT THE PARADIGM: CAROL ANDERSON'S WISH FOR HR IN 2015

What does 2015 hold for human resources? Honestly, I don’t know. I worry a bit about our future: will it bring more of the same or will we step up and make a change in order to create real value?
We need a shift. We are under fire and often seen as a necessary evil. We function as an overhead department and are pressured to reduce expenses. We devise programs that are dreaded and implement technology that is clunky. If we were a business, would our customers be buying?
Rather than make a prediction for 2015, I want to make a wish. I wish that human resources would use this next year to make a dramatic change in their approach to work — moving from an overhead department mentality, to that of a business provider.
I have a lot of years invested in this profession, and I truly believe that HR professionals have the ability to add tremendous value to organizations. But what does it mean to “add value”?
When I became an independent consultant and started reading and talking with others in the field, one message was consistent: we must create products and services that satisfy a need and provide value. This means doing a very good needs assessment, reporting back about what you hear and confirming the validity, and then devising a plan to fill the need. Once you implement the plan, you begin the process of evaluating effectiveness — gaining candid feedback from users about whether it addresses the need, and whether it is a feasible and workable solution. If it is not, then you tweak the solution until the need is met.
We don’t do that in HR. Instead, we tell the client (aka employee) what they must do, but rarely do we ever ask them for feedback. I know this for a fact because I have been one of those HR people who really didn’t want to hear any negative feedback because I felt powerless to do anything to fix it.
What if we used 2015 to do a really good needs assessment on one or two of our products or services?
Let’s take “talent management” as an example. What does talent management mean to your organization? Can you answer that question? Would your answer mirror that of your executive team? You probably have a talent management program in place. If you can’t answer the questions about what it is supposed to do, how do you know if it is the right solution?
Make 2015 the year that you commit to adding value to your organization, find out what value means, and assess your current programs for their value.
That’s a lot to do, all while keeping the wheels turning at the same time. However, just asking the questions of your executives and leaders shifts the paradigm. It says, “HR really wants to work with the business to make a difference to the business.” Once you turn that corner, I predict that you will gain significant credibility.

WHY CLEAN DATA IS THE BEST DATA

In today’s HR landscape, data is having a moment. But I’d like to suggest that not all analytics are created equal.
HR data is essentially HR business intelligence. This should be the basis on which decisions are made about the people of the organization. All of the cool technology in the world cannot override bad data, which is why the accuracy of HR data is a highly strategic function.

First, let me provide some perspective.

In 1980, I was responsible for a department that included personnel records. There was a supervisor who had been in the organization for years. Her staff had been with her for almost the same amount of time. I was used to the impeccable (and regularly audited) records from my prior position with the Marine Corps, and this department maintained similarly accurate and credible personnel information.

Next I went into banking, and while “records” were not part of my responsibility, I relied on the data for my compensation analysis. When I got there in 1989, I found another amazing records overseer who kept our data clean by checking and rechecking all of the personnel forms that arrived on his desk. Our job codes, EEO codes, departmental hierarchy — everything needed for good analysis — was clean.
Then came automation.

Technology as a Data Keeper

The records-keeper job was eliminated because our HRIS was going to take over. We worked hard reviewing, auditing and cleaning data so that the “go live” would contain good data. That lasted about a week.
The good news: We could access, sort and analyze data quickly and easily. The bad news: The data got progressively worse.
Why? Because we shifted the job of keeping the HRIS up-to-date from an individual who knew the importance of the data to managers who couldn’t care less. I haven’t seen an organization with good data since. The promise of technology, which could have been such help, fell prey to a system that didn’t review, audit, analyze or even really see the importance of clean data.

Why is Accurate Data so Important?

Today, organizations not only have an HRIS, but many also have add-on human capital management systems which provide applicant tracking, learning management, compensation planning and other specialty modules. If they are smart, however, the HRIS is the “system of record” meaning that all core data is entered in one place and is fed to other modules. This is a critical first step of having accurate data.

How to Fix Jumbled Data

You must take the accuracy of your data seriously. Here are a few ways:
  1. Every data field should have a business owner. It is the business owner’s responsibility to audit the data in that field. As an example, the compensation department “owns” job codes. They should be the only one allowed to update the job code table, but should also audit the use of job codes regularly to ensure that managers are assigning them properly. Job codes are a critical element of HR analysis, in everything from compensation to employee relations. One wrong job code can throw a job’s comp-ratio way off.
  2. Organizational hierarchies should be deliberately established by a collaborative group of HR sub-disciplines. This should happen with the understanding of the implications of each structure on data reporting. For one sub-discipline to change a hierarchy without informing others can do damage to the reporting credibility.
  3. Reports should be produced by a single source within the HR team, regardless of the “owner” of the data. HRIS and human capital systems are too complicated, and a novice analyst can pull the wrong data too easily. One source for reporting should help to catch discrepancies before reports are distributed.

TECHNOLOGY OPENS THE DOOR TO BUSINESS INTELLIGENCE, BUT IT’S NOT THE KEY

So your company is investing in a new talent management system and you think you’ll get all kinds of great data from it, right? Well…maybe.
Just because you buy the latest HR technology product doesn’t mean you’ll get good business intelligence. Technology is not the key here. Solid business processes that result in accurate and timely information are the key.
Human resource data is particularly vulnerable to poor maintenance because the people entering the data are managers and employees that tend to approach the task with resentment (i.e. “doing HR’s work for them”). Not only is the data poorly maintained, but also the same data is reinvented many times over by different branches of HR that use the data for different purposes. What’s more, most HR teams don’t run quality audits on their data to ensure that data entry is accurate or that data is updated as necessary.
Here are some steps a company can take to trust their data and utilize technology tools.

Step 1: Find the Root Cause of the Inaccuracy

We often dump raw data and manipulate it with spreadsheets to make it look pretty. If the data provided to clients is wrong, find the root cause and fix it. It’s often a simple fix, but you need to dig for it.
Use the five whys to find the root cause.
A termination code is wrong on a report.
  1. Why? Because the manager entered an incorrect code.
  2. Why? Because the manager was using an outdated code listing on the intranet.
  3. Why? Because the code listing had not been updated.
  4. Why? Because the HR representative who was responsible for updating the code listing on the intranet had been out for an extended leave and no one knew to make the change.
  5. Why? Because all the responsibility is on one person to remember to update the codes.
If you simply changed the code in the system to the correct code, it would still be wrong the next time a manager refers to the code listing on the intranet. If however, you find the root cause, you not only fix the error, but also the systemic problem that led to the error — the process was too dependent on one person.

Step 2: Make Sure Your Hierarchy is Designed to Distribute Employee Data to Managers Correctly

Many HR systems are fed from payroll that is organized around the accounting department. In our increasingly complex organizations, however, hierarchies aren’t that simple. Employees may be paid by one department, yet may report to a leader in a different department. The unit leader may be part of a specific department for accounting purposes, but in distribution performance and talent reports and processes, they should actually show under their direct manager, not their leader.
This is a great opportunity to think collectively across HR silos, identify different organizational structure needs, and design a structure that works for each need.

Step 3: Get Your Job Data Straight

An HR system is, at its core, a matching system that contains both employee data and job data to be matched depending upon the purpose.  Compensation? The employee is assigned to a job code. Recruiting? The vacancy is assigned a job code. Learning and development? The competencies and learning paths are linked to a job code.
Job codes are both the most powerful and most misused elements of HR data. If an employee is assigned to the wrong job code, their salary grade, their EEO code, their bonus structure and possibly their benefits will be wrong. Companies must think collectively across HR silos and create job codes and job data that works across all HR functions.

Step 4: Make Sure Your Systems Talk to Each Other

One system for recruiting, another for learning, and yet another for the HRIS, may be nicely customized for the HR function using it, but it doesn’t translate across functions. HR needs to talk the same language for the sake of their customers, meaning that a job code to a recruiter should mean the same to a compensation representative.

Step 5: Audit Your Data

It takes work and it takes time, but your credibility is worth it.
Before you open the door to HR technology, be sure you have the ke

Finding time to make a change

Realizing it’s time for a career transition doesn’t need to come from a major life change like losing a job or turning 30. In fact, many people decide that it’s time to pursue a new direction even when they’re in a great situation.
That was exactly the situation Yen Klikna found herself in when she decided to enroll in the Medical Reimbursement and Coding online associates degree program at Bryant & Stratton College.
Klikna was working full time as a manager at a dispatch authority, making a quality living for her family. However, the job required that she needed to be on call most days. Combined with the commute to and from the job, her time was limited at home with her family. So she decided to start doing research on a career change that could give her more time at home.
“My priorities changed,” Klikna said. “I have a 3 year old daughter and I wanted to spend more time with her. I was tired of being stuck in traffic every day.”
After spending time determining that a career as a medical coder could lead to the opportunity to work from home, Klikna took the steps necessary to enroll in school. That led her to Bryant & Stratton and in December 2012, she completed her associate’s degree.
At that point her focus shifted to finding a steady job in the field that could eventually lead to her doing her work from home. Through her own diligence and the assistance of the Bryant & Stratton Career Services department, her job search began in earnest.
Klikna credits Career Services Representative Mike Lester for giving her the necessary guidance throughout her job search. Lester provided her with support in formatting her resume to ensure that it was tailored properly to the jobs she was applying for and he even assisted in sending her potential leads on a weekly basis.
While her job search was not a short one, Klikna began a part time position partway through 2013 and recently took on a full time position in March. Her new position also allows her to work from home twice a week, a perfect situation for a mom who was hoping to spend more time with her young daughter.
The preparation that Klikna received at Bryant & Stratton certainly played a major role in obtaining a job that fit her desires so well. She specifically mentions the AAPC exam she took after graduation as the one factor that truly told her she was ready for this career.
“That showed me what the coding world is all about,” she said. “You definitely need to do additional preparation for the test but Bryant & Stratton gave me a very strong foundation.”
That foundation included a close bond with many of her instructors and classmates. In fact, Klikna says that the interaction with those individuals helped convince her that this was the career path she wanted to follow. She hasn’t kept in close contact with many of her classmates since graduation, although a small group did correspond as they were preparing for their respective AAPC exams. The group used LinkedIn to communicate on the different tactics they were using to prepare for the test.
Today, nearly two years removed from graduation, Klikna finds herself in a terrific position. She has a position that she truly enjoys which provides her the opportunity to do work from home while spending more time with her family.
Even though she didn’t have a singular moment that indicated a change was necessary, she finds herself in a better place because of her choice.
If you are wondering if you can make a career change at 30 or even before, check with the Admissions office at Bryant & Stratton to see if there are any programs that could make your life better.
https://www.youtube.com/channel/UCCzOJDJZHoBttdHAjJsnN9w?sub_confirmation=1

5 WAYS TO KEEP YOUR STAR EMPLOYEES FROM WALKING AWAY

When you have a great team, the last thing you want to do is see them go on their way. We talk a lot about recruiting great talent, but when it comes down to it, your recruiting efforts are worthless if your company is a revolving door. You need to retain your top talent in order to make your business grow.
Below are five key ways to create an engaging workplace that allows your star employees to thrive.

1. Encourage internal movement.

When you have a top performer, it’s natural to want to keep him or her in your department. This is totally logical—why would you want to go recruit someone else, just so that the neighboring department could steal your awesome employee?
Unfortunately, the reality is that rising stars want to do just that: rise. If you want to keep top talent in your company, you need to provide opportunities for employees to rotate and experience new types of work.
This doesn’t mean that you merely have an internal posting system and allow people to apply for internal jobs. As a manager, you should make it clear to your employees that if they have an eye on another job, you’ll be supportive. Oftentimes, managers feel betrayed when an employee wants to leave for a different department, but they shouldn’t. A manager should be proud of training and developing a person enough to prepare him for a new job—not to mention rewarded for providing the company with a high-impact employee.

2. Figure out what they value.

You may really value a fat paycheck, but other people may value a flexible schedule. (Although, very few people would object to a fat paycheck.) The point is, just because you value a certain aspect of work doesn’t mean that your best employees value the same thing. Instead of assuming, ask!
You may be surprised to find out that Jane would really, truly love it if she could come in every morning at 5:00am and be done with the day by 2:00pm. And that Steve would really, truly love it if he could come in at noon, leave at 6:00pm to have dinner with his family, and then work from home every night. Katie may be perfectly happy working 60 hours a week, as long as she gets that fat bonus check.
Everyone’s needs are different. The important question is, “Is the work getting done and done well?” If the answer to that question is yes, then let your top talent do what they want when they want it. Don’t push back because you firmly believe in the 9-to-5 schedule. Let them figure out what works best for them and what they value.

3. Allow funding for development.

Even the best of the best employees need some help to move forward. Your top talent is no exception.
Make sure your employees have the opportunity to attend conferences, take training classes or even receive executive coaching. Yes, these things all cost money. But, do you know what costs even more? Turnover.
When you have employees leaving because they can’t grow and develop in your company, you pay a fortune to replace them. Recruiting and training are terribly expensive—more than an annual conference or even a coach.

4. Provide feedback—positive and negative.

Your best employees need to feel appreciated and looked out for—tell them when they are doing a good job and when they need a bit of improvement. People are often shocked with that last part—who wants to hear they aren’t perfect? Well, I’ll tell you: high performers who have ambition.
Why? Because they want to know what they need to do to get to the next step. So, speak up and tell your employees when they are awesome and when they can do something better. Don’t be a horrible, nit-picky micromanager. (“Your reports would be much better if you used Times New Roman instead of Arial.”) But, if there is a skill they need to acquire before they can rise to the next level, bring it up now.

5. Be an awesome manager.

You should always be an awesome manager, even if you have mediocre employees. When you’re a mediocre manager, mediocre employees will stick around and top talent will leave you in the dust.
This means you need to provide clear guidance and goals. You need to be fair in your management and handle problems quickly. If you have a whiny slacker on your team, you need to fire that person. Honestly. Your top talent won’t tolerate working with toxic coworkers. So, it’s critical to get rid of bad employees if you want to keep the best employees.
If you’re not a great manager, then work on improving. Commit to your own development. It’s critical that great people are managed by great people, so get yourself up to your own standards as quickly as possible.

ANALYTICS NO LONGER AN AFTERTHOUGHT: MIGRATION PROJECT ACCELERATES REPORTING AND REDUCES LATENCY

In the world of enterprise software applications, transactional processing and data analytics have long lived independently—largely because the latter was an afterthought. This separation makes the reporting process cumbersome for organizations. It also creates data latency that prevents them from using the most up-to-date data for running scenarios, making decisions and planning.
Businesses and their data analysts understand these limitations and tolerate them. But at Cornerstone, we think making decisions based on stale data is not the right way for modern organizations to operate.
To reduce data latency and accelerate the reporting process for our customers—from hours or days to just minutes in most cases—we deployed a near real-time data warehouse (RTDW) last year. This project was built on another big improvement that Cornerstone made last fall: our migration to Microsoft SQL Server 2014 AlwaysOn from Windows Server 2012 R2. This upgrade places us at the leading edge of Microsoft database technology.
Along with the upgrade, we changed our high-availability model so that we can provide even longer uptime for our customers. We can also recover data even faster than before in the event of a disaster. We completely updated our server hardware. And we’re using faster CPU and more memory.
Even more important, however, is our migration to state-of-the-art storage technology—from traditional SAN to Flash. It’s a significant investment, but well worth it. We’re seeing a five- to tenfold performance increase because of this upgrade. The end-user experience is drastically improved, as well.
Another benefit of the migration is our ability to introduce new services to our customers that help them make better use of their data. We see our new architecture as a building block for innovation at Cornerstone. As our IT architect Reza Seraji said in a case study about the upgrade, “Without this project we wouldn’t be able to provide a near [RTDW] solution to our clients.”
Another new offering that stems from the recent migration project is Cornerstone View. The solution provides interactive data visualization tools for searching, filtering and comparing talent data quickly and easily. This innovation is not something we could deliver to our customers if we had not made the move to Microsoft SQL Server 2014 AlwaysOn and deployed the near RTDW on top of it.
These changes enable our customers to finally combine their transactional processing and data analytics and generate reports based on their most up-to-date data. They can enter a transaction, pull a report and see the impact of a change almost immediately.
We’re now working to add even more reporting technology and functionality on top of our new database architecture. One project currently in development is an analytics engine that will enable our customers to perform “what if” scenarios based on rapid calculations of their data.
The database migration project, and the introduction of the RTDW, have shortened the distance for our customers between the worlds of transaction processing and data analytics from both a storage and process standpoint. So, in the Cornerstone world, analytics is no longer an afterthought.

WHY COMPANY CULTURE CAN’T — AND SHOULDN’T — BE TAUGHT: Q&A WITH CRIS WILDERMUTH

From performing day-to-day tasks to building the internal relationships necessary to thrive, new hires always have a lot to learn. Since adapting to new company culture is part of that equation, should companies actually teach corporate culture? They can’t unless they know what the culture is, says Cris Wildermuth, assistant professor of leadership development at Drake University. We spoke with Wildermuth to find out why understanding culture is the first step and how employees can turn a blind eye to certain parts of company culture.

Can employees be taught corporate culture?

Part of the difficulty of teaching culture is you have to become aware of the culture in the first place. So much of culture is hidden even to the people who hold that culture. There’s so much of our culture that we don’t know that we know. We’ve learned over time because when we did something, someone frowned at us or we received punishment of some sort, but we aren’t necessarily learning it consciously.
When I talk about culture, I use the iceberg metaphor — people are talking about things that are on the surface of the iceberg, but not everything that’s underneath. You could be saying things like, “Around here we have a strong work ethic. We arrive early and leave late.” But you may not say, “Around here you’re supposed to speak the truth unless you’re talking to a higher-up in which case you lie like crazy.”  I highly doubt anyone would want to teach that even if it’s true. The point is, the culture that we wish we had is the one that we teach rather than the one we actually have.

How can companies implement a version Company Culture 101 for new hires?

For starters, people need to have conversations about what culture means. In the workplace, learning and development professionals can organize workshops around what culture means and then employees could be sent out to identify elements of the culture that matter.
When you analyze culture you also look at other things, like hard numbers — who’s being promoted? What are desirable characteristics of employees? What questions are being asked in interviews? An organization might want to have people from the outside help because there are some things that are so obvious that we don’t see them ourselves.

Some people say company culture can’t be taught and needs to be learned through experience. What’s your response to that?

Those that are saying it can’t be taught would probably agree that it cannot be taught because you don’t know what you should be teaching in the first place, and even if you did know you would probably not want to tell the truth. The problem with teaching culture is you’re adding a vector of “should” to it. You’re not only saying this is how things are around here, but also this is the way things should be around here. Therefore if you’re going to be successful, this is what you should do.
Is the culture that you have right now the culture that will really help take your organization to the next level, that will help you adapt to new environmental conditions? If it isn’t, then you could be hurting your chances of seeing changes in culture. That’s another problem: Should we only hire people who fit in? Well it’s likely that people who fit in will be happier, but the other side of that coin is, what if the misfits are the ones who carry the seeds of greatness? 

Don’t Let Social Media Kill Your Career

Social media can kill your career. That’s not surprising, nor is it new. But right now, with recent college graduates out there job hunting and since it is an election year, this is a great time to be warned again. People are overlooked for job interviews and promotions and they get fired, all for making inappropriate posts on social media. 
“People need to be reminded,” said Deborah Brown-Volkman, professional certified coach at SurpassYourDreams.com, “just like every year at Christmas time, we remind them not to drink too much at the office party or tell the boss what they think of him.”
Because people use social media 24/7, saving your career means more than just deleting those Friday night photos. Here’s what you need to know to avoid committing social media career killers.
Employers are going to explore online and they will find you
“Present and future employers look at and monitor your social media sites,” said Brown-Volkman. “Some companies have compliance departments that monitor them and go so far as to ask for LinkedIn passwords to monitor your mail,” she added.
Everyone has a different sense of humor
What’s funny to you may deeply offend another. No employer wants to be insulted nor do they want to risk other employees or potential customers being offended. And, just because you’re simply sharing or reposting, that doesn’t mean you will be off the hook. People’s perceptions of you as a professional can change dramatically if they see you rant and rave about provocative topics.
“Don’t share or talk about anything controversial,” said Brown-Volkman. “You can be a republican or a democrat, but the point of view stuff that makes you or others respond angrily or start blaming, will get you in trouble too,” she added.
There is such a thing as over-exposure
Ever get sick and tired of hearing the same song everywhere you go or every time you get in the car? Or, what about seeing the same celebrity interview on every morning, noon and nighttime show? That’s exactly the reason you shouldn’t over share on social media. People will not only get sick of ‘seeing’ you, but they may question your credibility if all they see are things you posted all day long. When would you have had time to actually do some work?
Nothing is private! 
“People are going to look at your profile and anything you post is fair game,” said Brown-Volkman. “Even if you adjust your privacy settings, they somehow see it.” When you think you’re venting to only your closest one hundred friends, there could be one hundred more who take it out of context or share with their one hundred closest friends. And remember, there is no privacy setting for preventing someone from taking screenshots of your posts and sending them to someone else.
“Post G-rated stuff like pictures of you smiling, with your family and friends, or being active, like climbing a mountain or running a race,” said Brown-Volkman. Also, differentiate between personal and professional accounts. Use LinkedIn to connect with colleagues, clients and potential employers and to share career or business news. Reserve Facebook to give family and real friends, fun updates and information. When all is said and done

Telephone Conversation between Prime Minister Shri Narendra Modi and H.E. Ursula Von Der Leyen, President of the European Commission

Prime Minister today had a telephonic conversation with H.E. Ursula Von Der Leyen, President of the European Commission. The two leaders discussed the global situation in the context of ongoing COVID-19 pandemic.

The Prime Minister expressed his condolences on the loss of life in the European Union due to COVID-19.   He emphasized on the need for coordination and cooperation among all the countries to fight the pandemic. The Prime Minister also dwelt on the steps taken by India for containing the spread of Coronavirus infection.

Ms. Von Der Leyenmentioned that the Prime Minister’s leadership in taking early measures has been the key to preventing a rapid spread of the disease in India.  She also expressed her appreciation for the assistance rendered to the European citizens in India in this situation.

Ms. Von Der Leyen emphasized the importance of maintaining a steady supply of essential items, including medicines and coordinated efforts for vaccine development.

The two leaders discussed possible cooperation within the G-20 framework, and the forthcoming video-conference in this context.

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PM calls for complete lockdown of entire nation for 21 days

Prime Minister Shri Narendra Modi called for a complete lockdown of the entire nation for the next 21 days beginning at midnight tonight in an effort to contain the COVID-19 Pandemic.

In a special televised address to the Nation the Prime Minister said that even those nations with the best of the medical facilities could not contain the virus and that the social distancing is the only option to mitigate it.

“All of you are also witnessing how the most advanced countries of the world have been rendered absolutely helpless by this pandemic. It is not that these countries are not putting in adequate efforts or they lack resources. The Coronavirus is spreading at such a rapid pace that despite all the preparations and efforts, these countries are finding it hard to manage the crisis.

The analysis of happenings in all these countries since the last two months, and the opinion of experts has proved that there is only one way to effectively deal with Coronavirus – Social Distancing” he said.

Cautioning of those who are careless, the Prime Minister said, “carelessness of a few, ill-conceived notions of a few can put you, your children, your parents, your family, your friends, the entire country in grave jeopardy. It will be impossible to estimate the price India will have to pay if this carelessness continues.”

He also urged the people to take the lockdown imposed by the State Governments in several parts of the country, in the last few days with utmost sincerity.

The Prime Minister announced that from midnight tonight onwards, the entire country shall go under complete lockdown, a total ban is being imposed on people, from stepping out of their homes for a period of 21 days.

He said this decision was taken from the experiences of health sector experts and experiences of other countries and that 21 days is essential to break the chain of infection.

He added that this will be a few levels more than Janata-Curfew, and also stricter. He said this decision is vital in order to protect the country, and each of its citizens against Corona Pandemic.

Discussing the economic impact owing to the Pandemic, the Prime Minister said, “The nation will have to certainly pay an economic cost because of this lockdown. However, to save the life of each and every Indian is our top most priority. Hence, It is my plea to you to continue staying wherever you are right now in the country.”

The Prime Minister explained that if the situation is not brought under control in the next 3 weeks, the country could go back 21 years and that several families would be devastated forever. Hence, he urged the people to do just one thing in the next 21 days – to stay inside their homes.

The Prime Minister said the experiences of those countries that have been able to contain Corona offer some ray of hope.

He said that those countries that observed lockdown and where people adhered to the rules are able to surmount the pandemic.

The Prime Minister said,  “India is at a stage where our current actions will determine how much we are able to minimize the impact of this disaster. It’s time to consistently keep strengthening our resolve. It’s time to exercise caution at every step. You have to remember that Jaan hai toh Jahaan hai. This is the time for patience and discipline. Until the lockdown situation remains, we must keep our resolve, we must keep our promise.”

The Prime Minister said the Central and State Governments countrywide are working swiftly to ensure that citizens do not face much inconvenience in their daily life. He said that provisions have been made to ensure supplies of all essential items continue smoothly. He added that along with the Central and State Governments, individuals from civil societies and institutions are constantly striving to reduce the problems of the poor during this period of crisis.

Shri Modi announced that the Government has provided Rupees Fifteen Thousand Crore (Rs 15,000,00,00,000) for strengthening the medical infrastructure and treatment of the Corona infected patients.

He appealed to the people to beware of any kind of rumors or superstitions circulating during such times. He requested the people not to take any medication without consulting doctors if you are showing any symptoms of this infection. He expressed confidence of every Indian abiding by the instructions of the Government and local authorities during this crucial hour.

The Prime Minister praised every Indian who came together in the hour of crisis and contributed with full responsibility and sensitivity to ensure the success of Janata Curfew. He added “Through one day of Janata-Curfew, India proved that at the time of crisis befalling our nation, at the time of crisis befalling humanity, how each and every Indian comes together to put forth united efforts to deal with it.”

The Prime Minister concluded though 21 days of lockdown is a long time, but it is equally essential for your safety and that of your family. He expressed confidence that every Indian will not only successfully fight this difficult situation but also emerge victorious.

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PM greets people on the occasion of various festivals across the country

The Prime Minister, Shri Narendra Modi has greeted the people on occasion of various festivals across the country.

In a series of tweets PM said, “We are celebrating various festivals across India and also the start of a New Year as per our traditional calendar. Greetings on Ugadi, Gudi Padava, Navreh and Sajibu Cheiraoba. May these auspicious occasions bring good health, happiness and prosperity in our lives.

We are marking these festivals at a time when our nation is battling the COVID-19 menace. The celebrations will not be like they are usually but they will strengthen our resolve to overcome our circumstances. May we keep working to fight COVID-19 together.”

Narendra Modi

✔@narendramodi

सभी देशवासियों को नववर्ष विक्रम संवत 2077 की हार्दिक शुभकामनाएं। यह नववर्ष आप सबके जीवन में समृद्धि और उत्तम स्वास्थ्य लेकर आए।

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Narendra Modi

✔@narendramodi

ಯುಗಾದಿ ಹೊಸ ವರ್ಷ ಬಂದಿದೆ!

ಈ ವರ್ಷ ಆಕಾಂಕ್ಷೆಗಳನ್ನು ಈಡೇರಿಸಲಿ, ವಿಪತ್ತುಗಳಿಂದ ಹೊರಬರಲು ಹೊಸ ಚೈತನ್ಯ ತರಲಿ ಎಂದು ನಾನು ಪ್ರಾರ್ಥಿಸುತ್ತೇನೆ.
ಪ್ರತಿಯೊಬ್ಬರಿಗೂ ಸಂತಸ ಮತ್ತು ಅದಕ್ಕಿಂತ ಮಿಗಿಲಾಗಿ ಉತ್ತಮ ಆರೋಗ್ಯದ ಆಶಿರ್ವಾದವಿರಲಿ.

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Narendra Modi

✔@narendramodi

ఉగాదితో  కొత్త సంవత్సరం ఆరంభం అవుతోంది.
ఈ సంవత్సరం ప్రజల ఆశలు ఆకాంక్షలు నెరవేర్చి, కష్టాలను అధిగమించే నూతనశక్తిని ప్రసాదిస్తుందని ఆశిస్తున్నాను.
ప్రజలందరూ సుఖ సంతోషాలతో, ముఖ్యంగా ఆరోగ్యంతో వుండాలని ప్రార్ధిస్తున్నాను.

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Narendra Modi

✔@narendramodi

महाराष्ट्रातील लोक आज गुढी पाडवा साजरा करत आहेत. मी त्यांना यश, आनंद आणि उत्तम आरोग्य लाभो अशा शुभेच्छा देतो.

या वर्षी त्यांच्या सर्व मनोकामना पूर्ण होवोत.

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Narendra Modi

✔@narendramodi

Sajibu Cheiraoba greetings to my sisters and brothers of Manipur. May everyone be blessed with peace and prosperity. Special prayers for the good health of the people.

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Narendra Modi

✔@narendramodi

Navreh Mubarak!

May this festival fill everyone’s life with good health and happiness.

May we all come together to win the important battle that the nation faces against COVID-19.

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Narendra Modi

✔@narendramodi

आज से नवरात्रि शुरू हो रही है। वर्षों से मैं मां की आराधना करता आ रहा हूं। इस बार की साधना मैं मानवता की उपासना करने वाले सभी नर्स, डॉक्टर, मेडिकल स्टाफ, पुलिसकर्मी और मीडियाकर्मी, जो कोरोना के खिलाफ लड़ाई में जुटे हैं, के उत्तम स्वास्थ्य, सुरक्षा एवं सिद्धि को समर्पित करता हूं।

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