Tag Archives: Human Resources

The Ghoulish Complexities of Halloween in the Workplace

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HHalloween is a great holiday. Scary stories. Caramel apples. No obligatory gift-giving.

And the costumes: Zombies. Witches. Monsters.

But in the workplace, it can be tricky. You want to be festive and accommodating to allow workers to blow off some steam. But you also don’t want any “naughty nurse” costumes creating an HR concern. Furthermore, some employees of particular faiths may not take kindly to celebrating the holiday or its Pagan origins.

The Employment & Labor Insider blog delved further into the issue and offers some ideas for your consideration.

Company Perks — and the Employees They’re Meant For

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Sometimes I get a little jealous when my husband comes home and tells me of some of the really impressive perks he gets by working at one of Indianapolis’ top technology companies — eight-time Best Places to Work in Indiana honoree Interactive Intelligence. Like the one day he got to end the workday with a cold beer and a cupcake (right?). Or the day he came into work and there was a blanket fort built above their cubicles (I made him send me a picture of that one). Or basically any of the days he goes into work in a t-shirt and shorts (what?).

I found this article from the Wall Street Journal about which employees some of these perks at technology companies are actually meant to entertain and keep around. It’s not the sales or marketing people, or the support staff – it’s the engineers.

A candid interview with the CEO of a Seattle-based realty and tech firm relays that the company knows what it needs to offer to attract the best talent – and extending those perks to the entire company ensures no bad blood forms. The CEO also notes that company-provided lunches are opportunities for the technology teams and the sales teams to get together and talk – which often means the tech people have a good idea of what types of technology products their co-workers need.

An interesting point the CEO brings up is that employees seem to get used to the perks … to the point of entitlement, even.

Each year, we recognize the state’s top employers through the Best Places to Work in Indiana program (attention: nominations are open for the 2015 program, through November 21). And every year we comb through the results of the employer questionnaires to put together profiles and interesting stories for BizVoice® magazine. There have been some really impressive perks noted along the way.

And while the afore-mentioned CEO brought up the issue of entitlement (which may very well be the case on the West Coast), I’ve spoken with many employees of the Best Places companies throughout the past four years and overall I get the sense of a humble gratitude for their employers providing the benefits and perks that they do. On the flip side, the employers also talk about how they are grateful to be able to provide happy and productive workplaces that are often centered on treating people well and supporting family-friendly environments.

If nothing else, it’s a good reminder not to take for granted any of the perks or benefits your company provides.

Don’t forget to apply for the 2015 Best Places to Work in Indiana program! Visit www.bestplacestoworkin.com for more information.

Managing Millennials

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Born in 1993, I’m pretty certain I’m considered a member of the sometimes disreputable and misunderstood Millennial generation. As more Millennials are entering the workforce, some of their workplace habits have been under scrutiny, as coworkers and managers consider Millennials to be different from previous generations. I was surprised to run into an article combating some of these notions, or at least questioning them.

The Harvard Business Review article centered on four common blanket statements made about Millennials:

  1. They’re completely different from “us” at that age.
  2. Millennials want more purpose at work.
  3. They want more work-life balance.
  4. Millennials need special treatment at work.

The basis for the article’s conclusions came mainly from research done by Jean Twenge, a professor of psychology at San Diego State University and the author of “Generation Me,” and her fellow researchers. Peter Cappelli, the George W. Taylor Professor of Management at the Wharton School, also offered his insight based on his studies of research done on Millennials.

All of the abovementioned statements were proven false aside from number three, which was found to be “somewhat true.” The basic conclusion was that Millennials are not drastically different from previous generations and the perceptions that they are derive from the age difference. In other words, Millennials are not that different from Baby Boomers when they were in their 20s and 30s.

However, when managing people, it is still helpful to recognize the differences that age can present, because people’s needs change as they progress through different stages of their life. What’s important to you when you’re 24 is not the same as when you’re 50.

The generational gap does not have to pose issues at work. In fact, Cappelli found in his research that teams composed of different-aged workers perform better, particularly because they don’t view each other as competition and instead collaborate to help each other.

Labor Issue Proves Costly; Could You Be Next?

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A recent labor case has been in the news, in which a prominent coffee company has been deemed by the National Labor Relations Board to have illegally dismissed a problem employee because the staffer was “pro-union.”

However, here are some comments that worker reportedly made to his manager during one instance when he felt the manager should have helped during a busy period: “it’s about damn time”; “this is bull****”; and “do everything your damn self.”

Charming.

But since the employee in question had organized union protests and the manager included that fact in the reasons given for dismissal, the NLRB determined his firing was at least in part because of his union support. It ordered the company to offer this person his job back — and compensate him for loss of pay and benefits. It goes to show that common sense doesn’t always apply with today’s NLRB and labor issues.

Barnes & Thornburg LLP and the Indiana Chamber of Commerce are proud to offer the second edition of The Indiana Guide to Labor Relations. Last published in 2000, a great deal has changed at both the federal and state levels, as well as in the workplace. This is a comprehensive guide, illustrating how employers can deal effectively with all varieties of union issues. New updates in this edition include:

  • The NLRB’s recent attack on social media policies and disciplinary decisions
  • Updated discussion on how to defend against union organizing
  • Indiana’s right-to-work law
  • New union election rules being contemplated by the NLRB
  • Updated analysis of employers’ ability to lock out employees during bargaining

This book is available for $89, or $66.75 for Indiana Chamber members. It can be ordered online, or by calling (800) 824-6885.

Here are some other resources from the Indiana Chamber you may find helpful:

HR: Flex Work Environments Can Benefit All — and Nominate Your HR Pro of 2014

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Jill Lehman, the vice president of administration and chief people officer for Muncie-based Ontario Systems, was the 2013 Ogletree Deakins Human Resources Professional of the Year. She penned a web exclusive column for BizVoice about the benefits of a flex work environment.

(NOTE: Nominations for the 2014 award are being accepted through March 3. The award will be presented April 30 at the Indiana Chamber’s 50th Annual Human Resources Conference. Additional details and nomination form are available here.)

Lehman writes:

We all make New Year resolutions, usually to lose weight, clean out the attic or something else of the same ilk. But this year, I propose we consider a business resolution geared toward increased engagement, retention and productivity among employees.

All three can be achieved at once with a more flexible work environment; that is, giving your staff more control over their work time and schedules. That might be a scary thought, but I assure you the advantages of the practice outweigh the drawbacks for many businesses.

Workplace flexibility makes the most sense for executives who believe in three principles:
1)    Creativity, innovative spirit and quality are more important than location
2)    Associates need to be energized, engaged and successful both at work and at home
3)    Energy leads to improved morale, increased productivity, better service and reduced turnover

Traditionally, flex has meant variable hours or part-time work. But today, we’ve evolved to discussing an effective workplace where realistic work patterns are agreed upon by employers and employees in an effort to meet the needs of both. Three approaches are typically considered:

Formal Flex.  Formal work arrangements (paid time off, leave of absence, transitional schedules and full-time telework, for example) tracked and managed by supervisors and human resources, create a framework for employees to arrange their own schedule.

Informal Flex.  Ensuring efficiency without formal arrangements between associates and supervisors might include slight modifications to work hours or location.

Occasional Flex.  Occasional, brief flex time as life happens, starting with an associate’s timely request to their supervisor to remain at home with good cause. Each approach has a similar set of risks and obstacles: Will individuals abuse the system and make life harder for others in the organization? Will business be disrupted? Will there be a perception of favoritism attributed to supervisors? Admittedly, some operations simply may not be suited to broad approach flex work arrangements. Weighing the risk and reward is an important exercise.

But when you consider that most workers spend more time at their job than with their family, it’s a risk worth exploring. Workplace flexibility should be designed to create an environment recognizing that commitment, while supporting associates as they balance their work and personal lives.

For more information on workplace flexibility, organizations such as World at Work, the Society of Human Resources and The Families and Work Institute have additional information including surveys and guidance on crafting programs.

Job Hopping: When to Stop Moving

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When I started a career in journalism after college, three jobs in the first five years seemed like a lot of moving around at the time. It pales to today’s generation as many are searching for that right opportunity and proper work-life balance.

But when do company representatives start to view too much mobility as a negative? Robert Half has some perspective, in an informal survey.

Leaving one job for a better one can be a smart career move, but too many employment changes in a short time span can give human resources (HR) managers cause for concern. In a Robert Half survey, HR managers interviewed said an average of five job changes in 10 years can prompt worries you’re a job hopper.

The survey was developed by Robert Half, the world’s first and largest specialized staffing firm, and conducted by an independent research firm. It is based on interviews with more than 300 HR managers at companies with 20 or more employees in the United States.

“The job market has been unpredictable in recent years, and employers understand job candidates may have had short stints in some positions,” said Paul McDonald, Robert Half senior executive director. “However, businesses look for people who will be committed to the organization, can contribute to the company, and help it reach its short- and long-term goals. Too much voluntary job hopping can be a red flag.”

Robert Half offers questions to consider when determining if you should stay at your current job or look for a new one:

  • Why do you want a new opportunity? Are you looking for greater challenge or more money? A shorter commute or more flexible hours? A better relationship with your manager? Be sure to keep the job factors that are most important to you at the forefront of your decision and pursue a new opportunity only if it helps address those issues.
  • Have you looked within? Don’t assume you need to leave your company to find the job you want. There may be other jobs with your current employer that are a better fit.
  • Where is the greatest long-term potential and stability? Is your best chance to build your skills and advance your career with your existing firm or another one? Which business is on the most solid footing? You don’t want to make a move only to learn your career progression is stalled, or your new company is struggling.

Have a Holly Jolly Christmas… and a Headache?

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Uh-oh. It’s holiday season in the Skrzycki household! Bring on classic movies ("Rudolph," I love you), presents (I embrace my reputation as a Scotch tape fanatic) and goodies (where do I begin?).

Employees who earn a spot on Santa’s “naughty list,” however, can spoil all the fun – especially for human resources professionals. Check out this article, 12 Days of Christmas: HR Headaches, and you’ll see why.

Here are a few excerpts:

Twelve Online Shoppers
Cyber Monday is the biggest day of the year for online shopping. Although some employees shop on their lunch break or at home, many take time out of the work day to cross items off their Christmas list. Solution: Remind employees that some down time is inevitable, but work time is still for work.

Eleven Fantasy Footballers
Wasting time at work is not an art enjoyed exclusively by shoppers. The holiday season is also football season, and that means fantasy players will be out in full force. Solution: See above.

Ten Office Party Drunks
Some folks continue to believe that getting intoxicated in front of your boss is a good idea (hint – it is not). Solution: Limit the number of drinks at office parties and arrange for safe transportation if needed.

Sound familiar? Sound off on your experiences and don’t forget to respond to our blog poll about holiday online shopping.

Harassment Can Appear in Any Workplace

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The buzz around the National Football League today is an unsettling harassment situation in the Miami Dolphins' locker room. Jason La Confora of CBSSports.com writes on the uncomfortable details (below). Note that Richie Incognito has been suspended by the team for his alleged behavior and an investigation is ongoing. The incident came to light after Jonathan Martin left the team following what was described as an "emotional breakdown."

Among the texts that Jonathan Martin made available to his parents, and then, eventually the Dolphins and the NFL, include those in which Richie Incognito refers to Martin, who is biracial, as a "half-n*****," according to a source who was privy to the communication.

There are several instances of threats as well, the sources said, and overall disturbing exchanges, including one in which Incognito refers to defecating in Martin's mouth.

Incognito also made reference to tracking down members of Martin's family and harming them in the texts as well, according to a source.

In some instances, that kind of rhetoric might be shaken off or ignored, but, given the track record of incidents between Incognito and Martin, and how sustained it had become, Martin truly felt that Incognito might be capable of inflicting harm, and for his safety getting away from the team was in his best interests.

The NFL, apprised of the evidence, began upper-level meetings on the case this morning as it launches its investigation. People with access to some of the exchanges believe in time this situation could become a springboard for further policies and practices at the league-wide level in regards to hazing, verbal harassment and perhaps also stricter codes in terms of financial harassment and actions whereby rookies are required by veterans to pick up excessive tabs and bills as a rite of passage.

Workplace harassment is a topic that all employers need to be educated about. For your convenience, the Chamber offers the Indiana Guide to Preventing Workplace Harassment, authored by attorneys at Ogletree Deakins.

Get the Most Out of the Wellness Summit (Sept. 30 – Oct.1)

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The 2013 Employee Health and Wellness Summit is set for September 30 – October 1 in Indianapolis' Crowne Plaza Downtown. It looks to be well-attended, and we hope you can join us. Here are some tips to get the most benefit out of the conference.

  1. Get moving. Take the stairs at convention center or hotel
  2. You don’t have to sit. Find a spot near the back or side of the room and stand during the educational sessions.
  3. Drink lots of water.
  4. Request to see the conference menu in advance.
  5. Ask your conference organizers to provide healthy options during breaks and served meal functions
  6. Invite a fellow attendee to walk with you during a break This will not only allow some great one on one networking, but energize you for the remainder of the day.
  7. Wear comfortable shoes. You will be on your feet more than you think. It’s hard to smile and be your best when your feet hurt.
  8. Wear layers. The temperature in the meeting rooms throughout a conference varies greatly.
  9. Decide what you want to get out of the conference. Your goal may be to gain new skills, network with colleagues, build your contact list, or interact with clients. If you set your objectives before you arrive, you will be in the right mindset and prepared to learn or connect. But be flexible, new opportunities often come from these events.
  10. Be open to learning.  You may be an expert in your field, but that doesn’t mean you can’t pick up something new. And you may be surprised where you learn it.Nuggets of brilliance can happen anywhere – even during a brief conversation on the elevator.
  11. Mark your calendar for two weeks and one month after a conference. Review your notes and make sure you are implementing what you learned and have connected with your new colleagues.
  12. Bring your business cards!