Training and Development Archives - Page 3 of 81

The Customer Is the Customer

February 5, 2017 by Sharlyn Lauby 4 Comments

Someone recently left a comment on HR Bartender with a mention of the old saying, “The customer is always right.” I think my opinion of the saying has changed over the years.

There are times when the customer is absolutely right. The company messed up big time and they need to take responsibility for their mistake. Organizations have a huge opportunity to win a raving fan, instead of gaslighting the customer into thinking it was their own fault or simply apologizing without accepting responsibility. Organizations should invest in customer service and problem-solving training to help employees work directly with customers. I don’t believe customers expect perfection. They do expect to be treated with respect; and ignoring service challenges isn’t the way to do it.

There are also times when the customer is wrong. Often, it’s because the customer doesn’t understand the rules. Great examples are industries like health care, telecommunications, and government. They have unique regulations, lengthy contracts and forms, and it takes some time before we get the hang of working with them. Don’t get me wrong, I’m not bashing those industries. It’s who they are and, as a consumer, we need to educate ourselves on how to work with them. We have an obligation to understand what we’re buying.

But at the end of the day, the customer is still the customer. And there’s not an unlimited supply of them.

So, organizations need to listen to their customers. If an organization sees an increase in complaints about a particular topic, maybe they need to address it upfront with customers.

Years ago, the HR department I worked in tracked the number (and subject) of complaints we received each month. A complaint was defined as something an employee came into HR to discuss. If an employee stopped me in the ladies room to complain – and yes, that does happen – it wasn’t registered as a complaint. Whether it was right or wrong, we decided that if you took the time to come to HR, that it must be important and it would be logged.

Back to my point. What we discovered was that we could start to see trends. One meeting here and another meeting there didn’t look like much on their own, but you could see that there was an issue. It told us to pay attention and start doing some research.

Businesses need to do the same thing. If they make a mistake, fix it. If they see a trend, address it. I believe as a general rule, people want to be good consumers. They don’t engage with your organization because they’re looking for a fight. Complaining isn’t fun. So companies should figure out how to let the customer be the customer. It’s a win for everyone.

This customer’s image captured by Sharlyn Lauby outside the Tequila Museum in Cabo San Lucas, Mexico

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Managing Organizational Hierarchies In a World of Networks

February 2, 2017 by Sharlyn Lauby 2 Comments

During KronosWorks 2016, I had the opportunity to hear keynote speaker Seth Mattison of FutureSight Labs talk about the future of work. One of the things that I found intriguing about his session was his comment that, “You can’t talk about the future without having some perspective on the past.”

I totally agree with his statement. Understanding where you came from and what makes you successful can be a huge asset for your future success. The key is not clinging to the past so tightly that you miss out on what’s coming next, which I will admit is often hard to identify. I’ve said it before, the world is moving so fast – is the “thing” we’re being exposed to a passing fad or a legitimate trend?

One trend Mattison touched on was the value of networks in business. Today’s digital world is full of networks (i.e. social media networks, web communities, etc.) These networks have been created so we can learn from each other, whether that’s via a YouTube video or a TweetChat. Our networks provide us with information – powerful information – because networks embrace openness, trust, and transparency among the members of the network. Networks provide an exponential reach where everyone has a microphone and anyone can have a platform. Power comes from sharing, not hoarding, information.

Networks provide us exponential reach. Power comes from sharing information.Click To Tweet

However, the challenge both individuals and organizations face is that we work in a world built on hierarchies. A perfect example is the organizational chart. Organizational charts are more than simply a diagram you might find in the employee manual. They speak to how the company operates. They’re about policies, procedures, etc. Mattison even pointed out common phrases like, “The higher ups have a meeting in that room.”, “She worked her way up.”, and “We need to communication this information down to the troops.” that accentuate the point.

As organizations adopt more technology, they will have to figure out how to balance those old-school hierarchies we’ve been accustomed to with new world networks. I don’t want to say replace because I can see where both have their advantages. Hierarchies can be helpful in communicating information and establishing authority. Networks can encourage collaboration and team development. Dr. John Kotter wrote an article in Harvard Business Review several years ago, suggesting that organizations need to support two structures (hierarchy and network) under the same roof. He added that it’s the network structure where big ideas and innovation will happen.

Chances are that most, if not all, organizations have the hierarchy structure in place. It’s the network structure that will need some planning and discussion. And it’s important to note: network doesn’t mean anarchy. Network structures involve leveling the playing field where job titles don’t matter.

Some organizations might tend to think that the fastest way to build a network structure is with technology. But Mattison says the first and the most important component is MINDSET. He defines that as employees being courageous and making the intentional choice to decide how they’ll show up.

I don’t want to minimize the mindset point. This can be difficult. Individuals have worked hard for their titles. This isn’t about ignoring what went into the title. It’s about understanding the audience and learning how to process change so you can adapt to both the hierarchy and network structures as necessary.

Organizations that want employees to be skilled in multiple structures will benefit by investing in training and giving employees the ability to practice in a safe environment. Self-management will give employees the tools to help the organization accelerate their growth.

Image captured by Sharlyn Lauby at the 2016 HR Technology Conference in Chicago, IL

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4 Ways to Measure the Success of Your HR Programs

January 24, 2017 by Sharlyn Lauby 3 Comments

Any time you create a program, it’s necessary to measure the results. Even the incredibly informal “Let’s do it and see what happens.” approach considers evaluation. But the measurement and evaluation portion of any program needs to be well thought out. Measure the wrong thing and the program can look like a failure (when it’s not) or vice versa.

I’ve always been a fan of the Kirkpatrick model. It was created by Dr. Don Kirkpatrick in the 1950s and presents four levels for training evaluation: reaction, learning, behavior, and results.

Reaction refers to the degree that participants found the program favorable.
Learning is the extent to which participants acquired the intended information.
Behavior is the degree that participants apply what they’ve learned.
Results is the extent that the learning impacts the organization.

One of the key aspects of the model is that there’s an inverse relationship between the degree of difficulty to collect the data and the usefulness of the data. For example, Level 1 – Reaction is the easiest evaluation to conduct but it also provides the least amount of data. On the other hand, Level 4 – Results is the most difficult to conduct and the most valuable in terms of connecting learning to the business.

I’ve been thinking about the Kirkpatrick model lately. The Association for Talent Development (ATD) shared with me a new book on the model, “Kirkpatrick’s Four Levels of Training Evaluation.”

In the book, the authors suggest thinking of the model in reverse form – Results, Behavior, Learning, and Reaction – when designing. This could make a lot of sense for a couple of reasons:

The organization can decide how much or how little they want to invest in results metrics. Let’s face it, some HR programs we run because we need to for compliance, etc.
The organization can determine the expectations for the program. Not the objectives – that’s the content. But the expectations. HR programs often have more than one desired outcome.

But the reason that I used HR Programs in this post title versus training, was because I wonder if we can use the principles of the Kirkpatrick model on programs in general. The book does an excellent job of providing sample evaluations and explaining how to make data based decisions. I kept reading and asking myself, “Hmmm, I wonder if this would apply to other programs?” for example, an employee suggestion program.

How much do employees and managers like the current employee suggestion program? (reaction)
Is the organization learning anything (about customers or employees) by using a suggestion program? (learning)
Have we applied what we’ve learned from suggestions to the way we do business? (behavior)
Has the organization benefitted (financially or otherwise) from the suggestion program? (results)

Any time we create a program, we have to measure results. But the measurement and evaluation part doesn’t always have to be complicated. We can use the tools we know to ask the right questions. If you’re not familiar with the Kirkpatrick model, I’d suggest picking up a copy of the book. It’s a classic theory that you will want to use to evaluate the success of your training programs…and maybe a few other things.

Image captured by Sharlyn Lauby after speaking to the AFA Leaders Conference in Kansas City, MO

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Middle Managers Are the Key to Reducing Bureaucracy

January 19, 2017 by Sharlyn Lauby Leave a Comment

I ran across this post title the other day – “Forget Middle Managers. Here’s Why.” Of course, the article goes on to explain how bureaucratic organizations are filled with ineffective managers. Which can be very true. And, if your organization is trying to shed some of their bureaucratic ways, then the goal is to help middle managers get better in their roles. Makes total sense.

The question becomes, how? I believe this will be different for each organization. Yes, there are common competencies that every manager should possess like excellent communication skills. But when it comes to other skills, organizations need to take an inventory of the skills managers have and the ones they need. Then create a strategy to address the gap.

If you’re wondering how to start the conversation about leadership and management development in your organization, here are a few of the most popular posts on HR Bartender related to the subject.

The 10 Habits Great Managers Use to Engage Employees

Managers have a tough job. Great managers use these 10 habits to include every employee in the business. That builds employee engagement.

I’m a New Manager. Now What?

Every new manager has been faced with the question – now what? Give new managers the tools they need to be successful. Manager onboarding is the key.

Successful People Are Givers

Successful people are based on a variety of interactions with people. Some people are givers, others are takers. There is also a third type of person.

Work Life Balance Starts with Leadership

Leadership can be found at every organizational level. For work life balance, you need influence – an important part of leadership.

What Work Should Managers Delegate

Managers and supervisors need to learn how to delegate. But what work should managers delegate? Follow these tips to do it right.

Self-Management and No Management Are Two Different Things

The terms self-management and holacracy have become very popular. But what are they? Companies are reducing structure to become more agile and efficient.

Successful organizations give managers the tools they need to be effective.Click To Tweet

Getting rid of management doesn’t solve the issues with bureaucracy. Organizations need skilled managers to address the issue of bureaucracy. It’s just time to give middle managers the tools they need to be successful.

Image captured by Sharlyn Lauby while working it near Miami, FL

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Performance Management Might Change But It’s Not Going Away

January 15, 2017 by Sharlyn Lauby 3 Comments

If there was one term that dominated the workplace conversation in 2016 it was the “performance appraisal.” That’s okay. I think it’s good to re-evaluate traditions. The performance review hasn’t changed for decades. It’s long overdue.

That being said, there are some pieces of the performance management process that still perform a valuable function. In fact, it possible that there’s nothing wrong with certain components of performance management…except that we’ve strayed away from using appraisals in the way they were intended. So, like many things, maybe we need a little refresher to get back on track.

We talked about performance management quite a bit on HR Bartender. Here are some of the most popular posts on the topic. The titles alone remind us there’s some good to be found in performance management.

Performance Reviews Are a Process – Not an Event

Is it possible that we aren’t looking at performance reviews the right way? Rather than viewing them as an event – they should be seen as a process.

Managers Must Be Able to Identify Employee Performance

To manage well, managers need to be knowledgeable about employee performance. They need to know what good work is. Effective performance feedback is key.

5 Ways to Keep Performance Reviews from Becoming Boring

Performance reviews have risen to the top of the hate list for most businesses. Could we do them better? Maybe – here are 5 ways that may help.

Transforming Performance Management for Increased Agility

Today we know the importance of agility. The message from SilkRoad is getting performance management right shows big results for increased agility.

Are Learning Goals Better Than Performance Goals

Workplace goals are important. But, are learning goals better than performance goals? We need to know the difference and why we are setting them.

Your Employees Want Quality Recognition

Managers can praise too much. When it comes to recognition, employees want quality over quantity. That was the results of our recent HR Bartender poll.

Performance management will continue to be a significant topic in 2017. Organizations need to align their performance management processes with company culture and business strategies. That’s critical for attracting and retaining talent and for overall business success. It doesn’t mean turn the process on its head, but it’s time for performance appraisals to meet the needs of today’s workplace.

Image captured by Sharlyn Lauby at the 34th Street Graffiti Wall in Gainesville, FL

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The Top 7 Things on HR’s To-do List for 2017

January 10, 2017 by Sharlyn Lauby 3 Comments

(Editor’s Note: Today’s post is brought to you by our friends at Capella University. Capella is an accredited online university dedicated to providing an exceptional, professionally-aligned education that puts you in the best position to succeed in your field. They offer bachelor’s, master’s and doctoral degrees as well as certificate programs for human resources and business professionals. View full learning and career outcomes reports for these programs at CapellaResults.com. Enjoy the post!)

Top trend lists are a very popular in the new year, but what about action? Don’t get me wrong, trends are important. But they simply tell us the direction something is going. In order to be successful, we have to know more than the trend. We need to turn our knowledge into action.

I was recently chatting with our friends from Capella University and asked them the question, “What do you tell students who are looking to stay current?” Here’s a list of activities they recommend for HR professionals to put on their to-do list for 2017.

Assess your knowledge. It’s a good time to take inventory of the knowledge, skills, and competencies you feel confident with and the ones you would like to improve. Some organizations conduct performance appraisals this time of year for this reason. Regardless, HR pros should consider adopting a “career fitness” mentality in 2017.

And if there’s one knowledge topic to focus on this year, it would be human resource management analytics. Dr. Al Gorriaran, SPHR®, SHRM-SCP, core faculty in the Capella University School of Business and Technology, says the major challenge HR professionals face today is turning data into information and asking the right questions about the data. “Critical thinking is the ability to analyze and evaluate the information that you acquire through reading, listening, and seeing the world. Developing critical thinking is developing your ability to be reflective of how you make decisions, become open minded about the possibilities, and developing a process for systematic decision making. Once we develop our critical skills, we can maximize the benefit of the amounts of data and information available from the many HRM analytics tools in the organization today. Successful HR professionals develop sophisticated critical thinking skills, making them more capable consumers of data and information.”

Tap into your transferrable skills. The skills you’ve acquired in non-HR jobs and volunteer work are valuable. We have to remember that and make it a point to put them to good use. In fact, there are times when those transferrable skills can help us step inside the daily operation and contribute in a different way to the organization’s bottom-line.

Don’t forget leadership! Personally, I believe everyone is a leader and leadership isn’t attached to a particular job title. As such, leadership should always be on our to-do list. Leadership is complicated. It includes communication, self-awareness, and decision-making. Think of it like the game of golf. We never perfect our game; we just keep practicing to improve our skills and we need to constantly be adding new tactics.

Consider certification and education. It is becoming increasingly critical for HR professionals to obtain certification, which confirms that a person not only has the education but knows how to use it. Dr. Gorriaran explains why HR pros should consider both for their to-do list. “HR education focuses on the theories and methods of how human resource is practiced in the organization, and helps practicing professionals learn more about what’s driving HR practice, as well as providing a broader view of what many types of companies do to be successful. Certification is proof of professional expertise associated with the field.”

Stay well-informed. Almost every article I’ve ever read about the habits of successful people includes reading. Warren Buffett was once asked about the key to success, he pointed to a stack of nearby books and said, “Read 500 pages like this every day. That’s how knowledge works. It builds up, like compound interest. All of you can do it, but I guarantee not many of you will do it.”

Now, I understand not everyone enjoys reading, but you get the point. It’s about staying well-informed, particularly when it comes to business acumen. Shelley R. Robbins, Ph.D., faculty chair in leadership and human resource management in the Capella University School of Business and Technology, shares some ideas for staying on top of what’s happening in business. “One great way to gain business acumen in your own industry is through seeking informational interviews with internal leaders. If your company is publicly traded, get a copy of the annual report, and read it. If you don’t have business background, you can take a course in Business Acumen for HR professionals, like the ones we offer in our masters and graduate certificate in human resource management programs at Capella. We cover strategy, operations, and ways in which HR can support various areas of a company to help them be successful.”

Set goals. We’ve covered several activities in this post. The best way to turn these recommendations into reality is by setting goals. Make a plan for your professional development then work your to-do list. It’s how things get done. Personally, I’m a big fan of using S.M.A.R.T for goal-setting and professional development plans. And if you’re looking for a goal to start with, consider learning a new technology – maybe a social media platform you’ve been wanting to try out.

Network. Network. Your knowledge and skills are important. We must constantly update our skills to stay relevant. But let’s face it, we’re doing this to advance our career. Whether it’s finding the job we want in HR or getting promoted, our goal is to get ahead. So, the other thing we need to do, is build relationships. We need to share our knowledge and skills with others, so they will share with us.

If you want to learn more about becoming a better networker, be sure to download Capella’s latest white paper, “7 Tactics for HR Career Networking Success.”

Here is HR's To-do List for 2017 #HR CareerClick To Tweet

One of the things I love about HR is that it’s always changing, whether that’s new laws and regulations or innovative technology solutions. For that reason, 2017 is sure to be a year of change for HR. I know that staying on top of what’s happening in human resources can be a challenge. Lists like these always remind me of something that I should be doing – like networking more, or taking a class. So, get your to-do list ready now.

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UNLIMITED VACATION: 6 Things to Consider

January 8, 2017 by Sharlyn Lauby 6 Comments

I continue to hear more conversation about unlimited vacation time. It makes me wonder if having a defined vacation benefit is an old-school concept.

Unlimited vacation (or unlimited PTO) isn’t a license to not get the work done. Whether the company has a formal vacation benefit or not, the work still must get done. The concept of unlimited vacation is focused on trust, transparency, and employee engagement. Today’s employees want flexibility and unlimited vacation gives them the opportunity to take advantage of new and exciting things, while at the same time, achieve their professional goals.

It’s also important to note that unlimited vacation isn’t a cost-cutting measure. Yes, moving to unlimited vacation means that those big vacation accruals are gone. But smart companies are shifting those funds toward other benefits like wellness programs, student loan repayment programs, and parental leave (just to name a few.) With the increased challenges to finding qualified candidates, unlimited vacation could create a win-win.

But before implementing an unlimited vacation policy, here are six things to consider:

Train managers on how to evaluate operational coverage. The key to successfully implementing an unlimited vacation program is managers being able to understand how much coverage they need to run their departments. Unlimited vacation doesn’t come without an approval process.

Determine what will happen with existing vacation accruals. Employees with an existing bank of vacation will want to know what’s going to happen to their existing vacation time. Be prepared to answer the question upfront.

Get the buy-in of employees with seniority. Some employees might view vacation as a rite of passage. You know, “the new hire shouldn’t get the same amount of time off…they need to earn it.” Organizations will want to be prepared with a response. Tell employees why the policy was implemented and how it benefits everyone.

Consider having focus groups after the policy is announced. This is just a good practice regardless. No matter how much companies try to make everyone happy and implement a change without mistakes, stuff happens. Employees will vent their frustration. Give them a forum to provide feedback. They might have some good ideas to share.

Train managers on how to hold employees accountable. Managers need to be comfortable telling employees they can’t take vacation and the reason. Unlimited PTO doesn’t mean every request is rubber stamped. Train managers on the best way to discuss time off requests with employees.

Monitor actual time-off requests. Unlimited vacation doesn’t mean organizations can abdicate from monitoring time off. Employees still need to take vacation. Managers need to make sure that employees refresh and recharge.

Finally, in case you’re wondering – unlimited vacation policies don’t automatically mean employees take more time off. They can be a real win for organizations and employees. Organizations can offer employees work flexibility. Employees can take advantage of opportunities. But they do take some planning, training, and communication.

Image captured by Sharlyn Lauby while on (limited) vacation in Mexico

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